Conduct a Strategy Analysis using Business Analysis

A continuation of the previous lecture about the first step of the Strategy Analysis Process. In this part we review the needs of the business.

The third part to Analyzing the Current State. In this part we cover performing an Organizational Assessment.

The fourth part to Analyzing the Current State. In this part we cover understanding capabilities.

The fifth part to Analyzing the Current State. This lecture covers Assessing Policies.

This lecture provides an overview of the technique, Document Analysis.

Here are some benefits and cautions of the technique, Document Analysis.

Here is a helpful template to assist you whenever you do a Document Analysis!

This lecture is the sixth part of Analyzing the Current State, where we cover Assessing Processes.

This lecture is here to teach you about the basics of Process Flow Charts. It is also the seventh part to Analyzing the Current State.

A tool used in Process Flow Charts commonly is Swimlanes. Come and learn all about them!

The ninth part to Analyzing the Current State, where we cover Analyzing Technology and Infrastructure.

This lecture is the tenth part to Analyzing the Current State, it covers Understanding Business Architecture.

The eleventh part to Analyzing the Current State. In this lecture we cover Identifying External Influencers.

The twelfth part to Analyzing the Current State. In this lecture we introduce our real world example, Bob's Towing.

The thirteenth part to Analyzing the Current State. We continue with our real world example Bob's Towing, and provide you with a project!

The fourteenth part to Analyzing the Current State. This lecture continues the Bob's Towing Example.

The fifteenth part to Analyzing the Current State. In this lecture, we continue to talk about Bob's Towing.

The sixteenth and final part to Analyzing the Current State.

An overview of the second step to the Strategy Analysis Process, Defining the Future State.

The second part to Defining the Future State. In this lecture we cover what we are looking to achieve with this step.

The third part to Defining the Future State. Here we cover the elements.

The fourth part to Defining the Future State. Come and learn about setting business goals and objectives!

The fifth part to Defining the Future State. This lecture shows you some examples of setting business goals and objectives using the SMART goal technique.

Defining the solution scope helps to define new capabilities that the project will deliver!

There is sometimes confusion between the Solution Scope and the Project Scope, come and learn the difference!

How do you Define the Future Scope? This lecture talks about writing Solution Scope Statements to Define the Future Scope.

Ever wonder how to know when to move on from the solution scope? This lecture is for you!

We try to make things as easy as possible for you, so we created a handy dandy notes sheet and explain how to use it in this short video.

Identifying constraints can really help you in the long run. This lecture provides you with how to not only find the constraints, but also what the most common ones are!

In this lecture we provide the answer to the question "What changes need to take place for you to achieve your outcome?"

The thirteenth part to Defining the Future State. In this lecture we talk about identifying assumptions.

The fourteenth part to Defining the Future State. This lecture provide insight into Validating Potential Value.

This lecture provides an introduction to our real world example, Bob's Towing.

In this lecture, we continued to help Bob's Towing with the next step in  Conducting a Strategy Analysis.

The conclusion to Defining the Current State!

This section starts the third step to Conducting a Strategy Analysis, Assessing the Risks.

There are many different steps to Assessing Risks, in this lecture we introduce you to them

In order to Assess the risks, we first need to know what those risks are.

In the next few lectures, we are going to be talking about the technique of brainstorming. In this lecture, the basics!

In this video we talk about the steps to performing a brainstorming session.

What are some of the benefits and cations to brainstorming? Here are some things to consider before using this technique!

This lecture provides a template to help you with your brainstorming!

Now that the risks are identified, we now need to determine probability and impact.

In the next few lectures, we are going to be talking about the elicitation technique, workshops!

This lecture walks you through the steps to conducting a workshop.

You may be thinking, what are some of the benefits and cautions to performing a workshop? We provide the answer to that question in this lecture!

We have created a template to help you with conducting your workshop!

Now that we have gone through workshops, you might be wondering "Why?". In this lecture we help tie on workshops to Assessing Risks.

Now that we have rated the risk based of of probability and impact, we need to prioritize certain risks.

Here we explain the Risk List and Assessment template, a template we have created to make thing a little more easier for you!

Before we determine our next action, we first need to look at the risk tolerance of the company or business.

Now that we know the risk tolerance of the company or business, we can identify the actions that we need to take in order to move forward.

We are again continuing our Bob's towing example, except this time we are using what we learned in this section to assess the risks for Bob's towing.

Part two of assessing risks foe Bob's Towing.

This lecture wraps up what we learned about assessing risks, and concludes the section.

This lecture provides and overview of the fourth step in Conducting a strategy Analysis, Determining a Strategy.

We introduce you to the elements of the Change Strategy that we will be covering in this section.

In this lecture we talk about Gap Analysis, and how to use it in this step.

Here we love to make things easier for you, so we have created a very handy template to help you with your Gap Analysis.

We can now move on from doing our rework, to actually Defining the Change Strategy.

In the previous lecture, we came up with a list of potential options, now we can analyze all of those options.

After analyzing your options, you want to look at the option within the solution scope. Come and learn how!

When Analyzing options, an important thing to do is a Cost Benefit Analysis.

The previous lecture talked about a Cost Benefit Analysis,. We have provided you with a template to help that process go a bit smoother!

This is a short lecture with some helpful tips on analyzing!

After define your options, you need to make recommendations. Come and learn about them!

Want something to make Scoring Matrices easier? Well we have your back! We have created a helpful template for all of your Scoring Matrix needs!

Now it's time to define Transition states and releases by using three steps!

This lecture will help you visualize better how the three different methodologies flow together.

Continuing the previous lecture, we talk about the key differences between the terms Adaptive and Predictive.

This lecture helps break down the 3 methodologies Waterfall, Iterative and Agile.

The next aspect of Determining the Change Strategy is determining a project schedule.

Now we need to figure out our Transition and Release plan, the next key part of Determining the Change Strategy.

Now that you have learned the steps to Determining the Change Strategy, we will apply it to our real world example Bob's Towing.

A continuation of the last lecture, about applying the steps to Determining the Change Strategy to Bob's Towing.

Part three of the Bob's Towing example.

The fourth and final part to our Bob's Towing example.

This short lecture concludes the Determine the Change Strategy section.

In this lecture we introduce the final step to Conducting a Strategy Analysis, Create a Business Case.

Now, what even is a business case? This lecture answers that question for you!

We are starting off with the Adaptive business case, the business case were being flexible is key.

This lecture offers and example of the Adaptive Business Case we talked about in the previous lecture.

Now that we have gone through the Adaptive Business case, we can start with the Predictive Business Case.

We can finally conduct the last step in Conducting a Strategy Analysis on our real world example, Bob's Towing.

Now that you have successfully created your predictive business case, we can now move on the verifying it!

This lecture tells you all about how to present your Predictive Business Case.

This lecture provides you with how to present your Adaptive Business Case.

This is a continuation of lecture 98, applying Creating a Business Case to Bob's Towing.

This lecture introduces you to the Centron Example and Scenario.

This lecture tells you all about the company Centron that hired you to help with a project for UW Madison.

To help Centron with their project, we first need to understand their culture.

Here we break down the Centron Organizational Chart.

This lecture talks about the tree big capabilities of Centron.

In this lecture, we take a deeper look into the project proposal, put together for the UW Madison project.

Now that we understand the project proposal better, we need to look a Centron's processes and how they are performing business with UW Madison.

This lecture talks about the technology of Centron.

Now that the current state is identified, we need to understand what the future state of Centron is.

In this lecture, we talk about Centron's Business Case Document.

In this lecture we look at the risk list and assess each risk.

The last document for Defining the Future State is the Gap Analysis.

This Lecture concludes the Centron Example and Scenario.

This short lecture is the final lecture for Conducting a Strategy Analysis using Business Analysis, and concludes what we have learned.