Volume One Issue One
Page 3 – Performance DNA Analysis
Business Analysis
The Business Analysis phase is the foundation
for a successful project. It guides the analyst through the critical stages
of:
• Clarifying and defining the scope of the project sponsor’s
request
• Defining the desired outcomes
• Assessing the value of the analysis
• Identifying key roles and responsibilities
• Logging any critical issues and requests
• Preparing and presenting a summary project plan
Each of the activities in this phase is
important to the tight integration between
the client organization and the analyst. The analyst gains the necessary
data and
insight regarding the client organization and need. In addition, the activities
in this
phase will help the client sponsor establish a clear vision for the project.
This
process better enables the sponsor to focus on the results their organization
wants to achieve, rather than prematurely suggesting a solution to a problem
that
may not be defined clearly.
Performance Analysis
The Performance Analysis phase sets the stage and direction for the balance of the analysis. If Business Analysis is the foundation, then Performance Analysis is the framing. The central focus during this phase is the analysis of outcomes of value—those things produced by the job performer or functional area that is the subject of the analysis. The analyst uses a variety of tools to identify outcomes and distinguish those outcomes which produce value to the organization.
The Performance Analysis phase guides the analyst in examining outcomes from multiple perspectives: key performers, managers, and stakeholders, as well as organizationally. Much of the data gathered during this phase is gained through targeted interviews and observations. This phase provides tools to assist the analyst in preparing for and conducting these sessions. In addition, tools in this phase help the analyst identify cross-functional processes that form the context in which outcomes for the target job are produced. This knowledge helps the analyst understand how outcomes combine to produce business results.
Key Performer Analysis
identified previously and drills down to
explore the specific factors that enable exemplary (i.e., ideal) versus
standard performance. The primary focus of this phase is on a deeper level
of analysis of performance, targeted at the following:
• Work processes the performer follows
• Specific tasks performed within each work process
• Information and tools used to complete tasks and work processes
• Critical decisions that must be made.
The goal is to identify the primary drivers for optimum performance and the facilitators and barriers to the successful achievement of outcomes and business goals. The starting point is at the process level. While the previous phase examined organizational processes, this phase examines key work processes used by the individual. By identifying and mapping critical work processes, the analyst gains a context for the work being performed. This perspective enables the analyst to determine more easily which tasks are relevant to the creation of outcomes of value, and which are not.
Through structured interviews and observations the analyst is then guided through the process of gathering significant details about the task performance, as well as the tools, information sources, decision making, and critical technologies that surround task performance.
