Business Analysis
CSDA Leadership Institute – May 2012
1
David Kilgore, Deputy Director
Los Angeles County
David_Kilgore@cssd.lacounty.gov
Sharon Wardale-Trejo, Manager III
Stanislaus County
Swardale-trejo@stancodcss.org
2
A leader is the person who
directs a team to successfully
complete a goal through a
series of tasks.
3
Business Analysis Agenda
Business Analysis
Business analysis is a critical process that drives organizational structures
and systems. Through effective business analysis, one can define and
evaluate potential initiatives that best fit organizational goals. In this course,
you gain the foundational knowledge needed to effectively perform key
business analysis functions. You learn how to apply a core business
analysis framework as well as participate in interactive sessions to improve
analytical competencies. Specific competencies developed include:
•
•
•
•
•
•
Analyzing and prioritizing business needs
Creating dynamic business models using workflow diagrams
Deploying evaluative techniques for project selection and outcomes
Writing SMART business objectives
Quantifying business case benefits and costs
Communicating the requirements package to stakeholders
4
Why Are We Here?
• Strategic Plan – Organizational View
– Lays out the expected mission of the
organization
– Aligns vision with State and Federal Strategic
Plans and County Business Plan
• Business Analysis – Process View
– Where the rubber meets the road
– Is our effort efficient and in line with Strategic
Plan?
5
How does this Affect Your Organization
Improving FPMs
Budget
Staffing/Resources
Customer Service
Etc….
Analyzing Federal Performance
Measures
How they effect each other!!
7
Perfect Performance
Support Orders
Paternity
100%
100%
90%
0%
Oct
Mar
Sept
0%
Oct
Current Support
Oct
Mar
Mar
Sept
Arrears
Sept
Oct
Mar
Sept
This Year
Last Year
8
Perfect Performance
Distributed Collections
Oct
Mar
Sept
This Year
Last Year
9
World’s Not Perfect
Increase Support Order FPM
Support Orders
Paternity
Current Support
Arrears
Increase this
measure by the
2 options to the
right.
2 Ways to Increase
1. Ramp up Court Orders
2. Case Closure
• Close Pre-Court Order Cases
The cases you
close cap out your
ability to establish
paternity on those
cases
Increasing the amount of
cases with money orders
means more money to
collect. Initially set up cases
often do not get the 1st or 2nd
months current support in.
Initially set up cases
often do not get the 1st
or 2nd months current
support in also causes
arrears balances to
occur.
Ramp Up Court Orders vs. Closing Cases
40,000 / 50,000 = 80%
This is your base FPM %
42,000 / 50,000 = 84%
Increase Orders by 2,000
40,000 / 48,000 = 83.3% Close additional 2,000
42,000 / 48,000 = 87.5% Do both
Increasing the numerator gives you greater effect to
the FPM, but closing cases is the easier course.
Doing both obviously is the best, but when planning,
you have to decide how much on each side you will
be shooting for.
85% to 90% on this FPM should be a comfortable
standard for all counties.
10
World’s Not Perfect
Increase Paternity FPM
Support Orders
Increase Support
Orders to increase
Paternity
4 Ways to Increase
1. Push Support Orders
2. Push Outreach
•
Paternity
Increase by 4
options to the right
Get POP Declarations
3. Ensure it is Correct on the system
4. (Eventually) – Case Closure
Current Support
No effect other than
what Increasing
Support Orders
would do
= The
closure you do in the current year potentially
hurts the Paternity Percentage but has a
positive effect for the following year.
Getting Over 100%
1.
The denominator is set at the beginning of the
year, but new cases after that date can also
have Paternity established. Since that new
case is not in the denominator, but counted in
the numerator you can go over 100%
2.
Cases moved into your county that happened
after the denominator will also count in the
numerator.
11
Arrears
No effect other than
what Increasing
Support Orders
would do
World’s Not Perfect
Increase Current Support FPM
Support Orders
Closing Cases to
improve Current
Support
Negatively effects
the numerator of
this FPM
4 Ways to Increase
1. Ramp up ONTWs
2. Case Closure
•
Paternity
No Effect to
Paternity
Close Cases with current
Support Obligation
3. Negotiate Collections
4. Modify for appropriate orders
Current Support
Increase this
measure by the
4 options to the
right.
NTWs vs. Closure vs. Negotiation vs.
Modification
Numerator = Greater Effect
Denominator = Easier Effect
Arrears
Positive-Increasing Current
Support also brings in more
money to arrears
Negative-Closing cases with
arrears balance can limit the
number of potential cases to
get arrears payments on.
Negotiation = Minimal immediate effect, long term
relationship effect
Modification 1. Tries to get connection with Client
for payment.
2. Fixes the difference between
owed and collected.
12
World’s Not Perfect
Increase Arrears FPM
4 Ways to Increase
Support Orders
No Effect
1. Ramp up ONTWs
2. Eventually - Case Closure
•
Paternity
No Effect
Close Cases with Arrears
Obligation
3. Negotiate Collections – At least $1
negotiated fully satisfies this FPM
4. COAP
Current Support
Also increases if
ONTWs are
increased
Negative Impacts often outweigh the Potential
ways to increase the measure
Case Closure – Limits the number of cases you
can get a payment on.
Arrears
Increased in the
4 ways to the
right
Case Establishment – Cases can end up owing
arrears before the 1st payment ever comes in
Inappropriate court orders – Not only do they
generate arrears balances, but the NCP cannot pay
enough to satisfy current and then effect arrears.
13
Business Analysis
Is the discipline of identifying business needs and
determining solutions to business problems.
Solutions often include:
• Systems development
• Process improvement
• Organizational change
• Strategic planning
• Policy development.
14
Overview of the Process of
Business Analysis
•
•
•
•
•
Select the Process
Define the Process
Map the Process
Analyze the Process
Identify Opportunities to Improve the
Process
15
Analyzing and Prioritizing Business
Needs
16
How will we track Individual Projects?
The PDSA Cycle
17
Planning Phase
The PDSA Cycle
18
Analyzing and Prioritizing Business Needs
• Help an organization do a better job of what
it exists to do
• “Better” is defined in terms of increased
effectiveness or efficiency
• Effective improvement begins and ends with
strategic alignment
• Link specific projects, initiatives, training and
job responsibilities to your most important
organizational goals – Look to your Strategic
Plan
19
Analyzing and Prioritizing Business Needs
SWOT
This is used to help focus activities into areas of strength and where the greatest
opportunities lie. This is used to identify the dangers that take the form of weaknesses
and both internal and external threats.
The four attributes of SWOT:
Strengths - What are the advantages? What is currently done well? (Internal)
Weaknesses - What could be improved? What is done badly? (Internal)
Opportunities - What good opportunities face the organization? (External)
Threats - What obstacles does the organization face? (External)
20
SWOT Analysis Worksheet
Internal
Strengths
Weakness
What advantages does your organization have?
What could you improve?
What do you do better than anyone else?
What should you avoid?
What unique or lowest-cost resources can you
draw upon?
What are other people likely to see as your
weaknesses?
What do other people see as your strengths?
What factors cause you to miss the mark?
Opportunity
Threats
What good opportunities can you spot?
What obstacles do you face?
What interesting trends are you aware of?
What are others doing that will hurt your organization?
Are there changes in Technology you can tap into?
Is changing technology threatening your position?
Are there changes in government coming?
Could any of your weaknesses seriously threaten your
business?
Negative
Positive
What factors mean that you “get it right”?
External
21
Analyzing and Prioritizing Business Needs
SWOT Analysis Exercise
Key points to remember:
• You need a Vision, Mission and Value Statements to guide this exercise
• You must be realistic and forthright in preparing this document
• Be specific, but keep it short and simple
• Don’t over analyze
• Prune down the list to the top 4 or 5 items
Exercise:
Identify Strengths, Weaknesses, Opportunities and Threats common to the group
22
Analyzing and Prioritizing Business Needs
Take it one step further…
TOWS Analysis
By analyzing the external environment (threats and opportunities), and your internal
environment (weaknesses and strengths), you can use these techniques to think
about the strategy of your whole organization, a department or a team. You can also
use them to think about a process.
It helps you ask, and answer, the following questions. How do you:
• Make the most of your strengths?
•
Circumvent your weaknesses?
•
Capitalize on your opportunities?
•
Manage your threats?
23
TOWS Analysis Worksheet
External Opportunities
External Threats
(O)
(T)
1.
1.
2.
2.
3.
3.
4.
4.
Internal Strengths
SO
ST
(S)
“Maxi-Maxi” Strategy
“Maxi-Mini” Strategy
1.
Strategies that use strengths to
maximize opportunities.
2.
Strategies that use strengths to
minimize threats.
3.
4.
1.
2.
Internal Weakness
WO
WT
(W)
“Mini-Maxi” Strategy
“Mini-Mini” Strategy
Strategies that minimize
weaknesses by taking
advantage of opportunities.
Strategies that minimize
weaknesses and avoid
threats.
3.
4.
24
Analyzing and Prioritizing Business Needs
TOWS Analysis Exercise
Key points to remember:
•
Strengths and Opportunities (SO) – How can you use your strengths to take advantage of
the opportunities?
•
Strengths and Threats (ST) – How can you take advantage of your strengths to avoid real
and potential threats?
•
Weaknesses and Opportunities (WO) – How can you use your opportunities to overcome
the weaknesses you are experiencing?
•
Weaknesses and Threats (WT) – How can you minimize your weaknesses and avoid
threats?
Exercise:
Tackle this exercise as a group
25
Analyzing and Prioritizing Business Needs
Value Chain Analysis
Value Chain Analysis is a useful tool for working out how you can create the greatest
possible value for your customers.
How do you use this tool:
1. Activity Analysis: First you identify the activities or services you deliver. At an
organizational level, this will include the step-by-step business processes that you
use to serve the customer.
2. Value Analysis: For each activity, think through what you would do to add the
greatest value for your customer. List the things that your customers’ value in the
way that each activity is conducted.
3. Evaluation and Planning: Evaluate whether it is worth making changes, and then
plan for action. Pick off the easy, quick, or cheap wins first. Then, screen the more
difficult changes for practicality.
26
Value Added Chain
Primary Activities
Inbound
Logistics
Outbound
Logistics
Operations
Marketing and
Sales
Services
The Value Chain
Procurement
Infrastructure
Human Resources Management
Technological Development
Support Activities
27
Value Chain Analysis
Value Chain
Value Factors
Changes Needed
Where you identify
the things that
your customers
value in the
way you
conduct each
activity, and
then work out
the changes
that are
needed.
Where you decide
what changes
to make and
plan how you
will make them
Activity 1
Where you identify
the activities
that contribute
to the delivery
of your service
Activity 2
Activity 3
28
Value Chain Analysis
Value Chain
Taking Order
Specifications
Scheduling
Value Factors
Changes Needed
•
Fast answer to phones
•
3 ring rule, then all ring
•
Knowledge of customer’s
situation and system
•
Team updates on clients
•
Understand needs
accurately
•
Team training on system
•
Training on client industry
•
Manage Expectations
•
Client briefing at end of
call
•
Accurate, comprehensive
description of changes
•
Training in writing &
proofing
•
Easily understandable
•
Internal review for clarity
•
Lists all activities
•
•
Explains basis of price
Use aide memoire to
ensure all points are
covered
•
Description of all activities
•
Set expectations clearly
•
Accurate time estimates
•
Clear statement
•
Scheduling system needed
•
Meet commitments
•
•
Timely job start
Contingency time in
schedule
•
Need sufficient capacity
29
Creating Dynamic Business Models
Using Workflow Diagrams
30
What is a Workflow Diagram?
• A tool designed to identify the steps or actions in
a process
• An objective diagnostic tool in improving
workflow
• Shared understanding of current workflow
• Identifies areas to investigate/change/improve
• Identifies assumptions and misconceptions
• Team-building process
31
Workflow Symbols
Begin/End
On-Page
Connector
Off-Page
Connector
Action
Wait
Flow Arrows
Decision
32
Workflow Diagram
•
•
•
•
•
•
Time flows from left to right
Identify the players in the workflow
Diagram the workflow
Estimate Time
Determine Quantity of Work
Determine Staffing Needs
33
The Five Simple Rules
• See through the Customer’s eyes
• Find a better way of doing things
• Look at the whole picture
• Give line staff the time and the tools to tackle the
problems
• Take small steps as well as big leaps
34
Sample Workflow Diagram
35
Sample Workflow Diagram
36
Workflow Diagramming – Why?
• 30-70% of work may involve unnecessary steps
• Up to 50% of process steps involve a ‘handoff’ leading to
potential error, duplication of effort or delay in process
• No-one is solely accountable for the customer’s end-toend experience
• Job roles tend to be narrow and fragmented – Look at
the big picture
• 40-60% of Managers and Employees time is spent
dealing with glitches and problems caused by the
process.
37
Analyzing a Workflow Diagram
First – Review the Workflow Diagram:
• Are we doing the right thing? (effectiveness)
• Are we completing our processes in an efficient
manner?
• Is the most appropriate person/classification doing
the job?
• How coordinated is the document’s journey or the
customer’s experience?
• What information do we give the customers at which
state? Is that information useful?
38
Eight Column Format Look for the Interdependencies
INPUT
SUPPLIER
REQUIREMENTS
OUTPUT
RECIPIENT
REQUIREMENTS
MACROS
39
Writing SMART Business
Objectives
40
SMART Business Objectives
Specific – Objective is clear, concise and unambiguous
Measureable – Qualifiable & quantifiable
Achievable – Can be successfully attained
Realistic – Appropriate to scope and resources
Timely – Connected to business needs or associated with
a stakeholder, process or system function
41
What is SMART
Specific
Is the objective precise and well-defined?
Is it clear?
Can everyone understand it?
Measurable
How will the individual/team know when the task has been completed?
What evidence is needed to confirm it?
Have you stated how you will judge whether it has been completed or not?
Achievable
Is it within their capabilities?
Are there sufficient resources available to enable this to happen?
Can it be done at all?
Realistic
Is it possible for the individual to perform the objective?
How sensible is the objective in the current business context?
Does it fit into the overall pattern of this individual’s work?
Timely
Is there a deadline?
Is it feasible to meet this deadline?
Is it appropriate to do this work now?
Are there review dates?
42
Brainstorming Solutions
PEOPLE
MATERIALS
Problem to be
Solved
RULES &
REGULATIONS
SYSTEMS
43
Brainstorming Solution Objectives
•
•
•
•
•
Eliminate Root Causes
Process Simplification
Dollar Cost
Control – Who has authority/control?
Speed of Implementation
44
What is Your Role?
Executive
Management
*Strategic Vision
*Strategic Objectives
*Change Leadership
Middle
Management
*Contradictions
*Interpretations
*Communication
*Management
First-Line
Supervisors
and Employees
*Day-to-day Work
*Implementation
45
Who is responsible for the Results?
Executive Management
to prioritize the work
Managers to manage
the process and create
results
Program Specialists to
analyze and
recommend
Supervisors to
supervise team and
deliver results
46
Data Analysis
Ask Questions…
…Find Answers
47
Example – Improve Arrears FPM
What is the current trend on Arrears?
What is the total number of cases with an arrears balance?
How many cases have only an arrears balance?
Of the cases with Arrears how many had at least one payment last year?
How many cases have less than $500 owing on arrears and no current
support?
How many cases have never had a payment on the case?
How many cases have had no payment in the last 18 months?
How many cases have no active address?
How many cases have active phone numbers?
48
Arrears Trend
Arrears FPM
60.00%
55.00%
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
Oct
Nov
Dec
Jan
Feb
"FFY 07
Mar
Apr
"FFY 08
May
Jun
Jul
Aug
Sep
"FFY 09"
49
Example – Improve Arrears FPM
•
What is the total number of cases with an arrears balance?
Query: 218,971 at September 2009
Follow-up Questions
•
Of the cases in the denominator, how many were closed throughout FFY 2009
Query: Identify all cases on the Sept 1257 that are now closed
•39,037 Cases with arrears closed through FFY 09
•New starting denominator would be ~178,000
Of the cases rolling into FFY 2010, how many are expected to get a payment at some point
during the year?
Query: Use the remaining balance of cases and identify which of the cases had at least one
payment in FFY 09 to estimate this year’s potential performance result.
•97,239 of the cases that are remaining open had a payment the previous year.
•97,239/178,000 = 54.6% (This is the estimated year end performance)
50
Example – Improve Arrears FPM
How many cases have only an arrears balance?
Query: Identify cases with an arrears balance, but no current support amount
•48,254 are arrears only (Some cases CSE classifies as Long term delinquent or in locate
are arrears only cases
How many cases have less than $500 owing on arrears and no current support?
Query: Identify cases with an arrears balance less than $500 and that have no ongoing
current support amount.
•1876 Cases meet this criteria
•Accounts for 1.04% points of FPM 4
51
Example – Improve Arrears FPM
What is the typical amount owed in arrears?
Query: Identify all cases with an arrears balance. Calculate the Average, high, low and group
cases by balance amounts
•Average Arrears balance = $14,911
•Highest Arrears balance = $1,786,080
•Lowest Arrears balance = $.01
•
500k+
= 43 Cases
•
250k – 500k
= 579 Cases
•
100k – 250k
= 8,406 Cases
•
50k – 100k
= 24,550 Cases
•
25k – 50k
= 36,596 Cases
•
10k – 25k
= 43,850 Cases
•
5k – 10k
= 25,139 Cases
•
500 – 5k
= 32,400 Cases
•
>0 – 500
= 9,108 Cases
52
Example – Improve Arrears FPM
How many cases have never had a payment on the case?
Query: Identify cases with an arrears balance but no last payment date
•Unable to determine…Last Payment Date data begins with conversion to CSE. Data
starts November 2008
How many cases have had no payment in the last 18 months?
Query: Identify all cases owing arrears which have not had a payment since Conversion to
CSE
•98,539 Cases which is 54.76% of the cases owning Arrears
•This would lead one to believe that 45.24% is around what LA could expect to
do this FFY without intervention
•These case counts can be broken down by an amount breakdown as seen
before
53
Example – Improve Arrears FPM
Of the cases not expected to pay on arrears, how many cases have no active address?
Query: Identify all cases with an arrears balance, have not paid in since conversion, which
have addresses vs those that do not
•76,495 have addresses
•48,346 are arrears only cases
•22,044 have no addresses
•12,875 are arrears only cases
Of the cases not expected to pay on arrears, how many cases have no active address?
Query: Identify all cases with an arrears balance, have not paid in since conversion, which
have phone numbers vs those that do not
•19,066 have phone numbers
•11,785 are arrears only cases
•79,473 have no phone numbers
•49,436 are arrears only cases
54
Example – Improve Arrears FPM
What do we now know?
178,000 Cases have an arrears balance starting the year
•
97,239 of these cases paid something towards arrears last year and will probably perform
similarly this year (=54.60%)
•
Remaining 80,761 need intervention (98,539 had no payment since conversion, but only
80,761 remained open as the new FFY starts)
•
37,624 are arrears only
•
We know which of these have addresses and phone numbers
•
1,876 of these cases have an arrears balance less than $500 (=1.04% of FPM)
•
43,047 have current support and arrears
•
We know which of these have addresses and phone numbers
•
43 Cases have an Arrears balance over $500k
•
8,985 Cases have an Arrears balance between $100k and $500k
55
The Doing Phase
The PDSA Cycle
56
Example – Improve Arrears FPM
Identify Strategies to Improve FPM
•
•
•
•
•
•
•
Stern Letter Invitations - Targets cases with current support and arrears to pay on their
case, review for modification, or prepare for criminal referral
Auto-Dialer Campaign - Target cases where no payment has happened since conversion as
worker intervention on these cases will yield low results
Arrears Days - Target NCPs in the LA area with arrears only balances or low overall arrears
balances to meet with an attorney to discuss their case
Negotiations Campaigns - Structure Operations Divisions to enhance child support officer
interaction with NCPs for the purpose of improving negotiated collections
Case Closure - Target cases that meet the case closure criteria to ensure cases are closed
before the end of the FFY
Task Cleanup - Target tasks in CSE that affect the Arrears FPM and bring current
Employment Record Cleanup - Enhance the accuracy of the data in CSE for more efficient
electronic assistance
57
The Game Plan
• Focus our energy on the right things at the right
time of the year
• Maximize automation before utilizing
manpower
• Push the data down into the hands of the end
user
• Track the progress to ensure we are on track
Developing Evaluative Techniques
for Project Selection and Outcomes
59
Data Analysis Phase
• Does a quantifiable/qualitative measure exist?
– How will you measure on an ongoing basis?
– Who maintains these stats now?
– How can they be gotten on an on-going basis?
Manually or Extracted from the System?
– How is the data being use now? How is it being
interpreted?
– What problems might come up with tracking this
data?
60
How will we evaluate as an organization?
•
•
•
•
•
•
Standardized Reporting
Report over Time
Visually Direct
Analysis of Past Plans
Analysis of Current Processes
Plan for the Future
61
The Study Phase
The PDSA Cycle
62
Stern Invitation Project
Month
Jul-09
Aug-09
Sep-09
Oct-09
Nov-09
Dec-09
Jan-10
Feb-10
Mar-10
Apr-10
May-10
Jun-10
Jul-10
Aug-10
Sep-10
Total
#
%
# Scheduled Appeared Appeared # Paid
622
181
29%
55
2,165
599
28%
265
2,590
574
22.16%
313
2,461
537
21.82%
253
2,757
626
22.71%
280
2,084
484
23.22%
177
1,592
311
19.54%
107
2,126
477
22.44%
205
2,612
565
21.63%
225
1,818
343
18.87%
126
725
125
17.24%
56
768
77
10.03%
24
621
181
29.15%
55
1,313
169
12.87%
78
1,528
222
14.53%
73
25,782
5,471
21.22%
2,292
% of
Appeared Total $$ Paid
30%
$12,198.00
44%
$52,531.49
54.53%
$53,747.47
47.11%
$44,418.93
44.73%
$78,638.78
36.57%
$57,541.55
34.41%
$21,709.17
42.98%
$45,970.26
39.82%
$40,202.48
36.73%
$21,798.00
44.80%
$10,867.07
31.17%
$7,774.10
30.39%
$12,198.00
46.15%
$16,300.00
32.88%
$15,773.95
41.89%
$491,669.25
# Referals
for Mod
% of
Appeared
85
285
219
167
149
108
122
103
145
90
32
23
85
49
68
47%
48%
38.15%
31.10%
23.80%
22.31%
39.23%
21.59%
25.66%
26.24%
25.60%
29.87%
46.96%
28.99%
30.63%
1,730
31.62%
2,292 Cases Effected the by FPM = 1.12%
Arrears Days
May 26th Court Furlough Day
500 Showed up
300 made payments
Effect to the FPM = ~.15% in one day
April 19th Court Furlough Day
531 Showed up
430 made payments
Effect to the FPM = ~.22% in one day
Open EN003 Tasks
Open EN003 Tasks on CSE
Division I
Division II
Division III
Division IV
Division V
Division VI
Interstate
Executive
Criminal
Jan
310
307
508
390
521
153
177
6
37
Feb
150
115
151
125
152
38
102
1
18
Mar
687
743
1173
800
1089
287
477
16
86
Apr
745
755
1249
841
1153
304
22
8
91
May
Abandoned
Jun
Jul
Aug
Sep
Arrears FPM End Result
Arrears FPM by FFY
60.00%
55.00%
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
Oct
Nov
FFY 05
Dec
Jan
FFY 06
Feb
Mar
FFY 07
Apr
FFY 08
May
Jun
FFY 09
Jul
FFY 10
Aug
Sep
FFY 11
2.93% point increase in 2010 – 2.17% point increase in 2011
Does the Data Exist?
Data you Date
Data you marry
67
Preparing for the Next Cycle Phase
The PDSA Cycle
68
END OF DAY 1
69
Quantifying Business Case Benefits
and Costs
70
Quantifying Business Case Benefits and Costs
•
Costs and benefits of a decision
– Costs are either one-time costs or on-going, financial or nonfinancial
• Equipment
• Training
• Recurring contract costs
• Lost time
– Benefits usually received over time.
• Efficiency in workflow and staff time or other resources
• Greater customer satisfaction
71
Cost Benefit Decision Matrix
BENEFIT
HIGH
LOW
LOW
#1 BEST
OKAY
HIGH
OKAY
#4 WORST
COST
72
Communicating the Requirements
Package to Stakeholders
73
Do You Know Who Your Customers Are?
• To judge the value of what we deliver
we need to know
• Who our customers are
• What they want and need
• What they expect of us
74
Customers or Stakeholders?
• Customers – The direct users of your services or
products. They are the reason your organization
exists.
– Determine quality
– External and Internal Customers – External being
users of services; Internal being employees
within agency.
• Stakeholders – People who are not users but can
influence or have a stake in your services
– Influence the work
75
Differentiating Customers from Stakeholders
LCSA
CA DCSS
Customers
NP, CP, Children, Other
Parents, Employer
LCSAs, NP, CP, Children
Stakeholders
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
CA DCSS,
Board of Supervisors,
CEO’s Office,
Legislature,
Public/Constituents,
Other County Agencies
(Welfare, Workforce
Investment),
Other LCSAs,
Other State Jurisdictions,
Other State agencies
(Courts, DMV, DOJ, OTECH)
Governor,
County Board of Supervisors,
Health and Human Services,
State and Federal legislature,
AOC,
OCSE,
Other State Agencies,
CSDA,
County Auditor,
Vendors
76
Refresh of Day 1
• What is Business Analysis
• Analyzing and prioritizing business needs
• Creating Dynamic business models using
workflow diagrams
• Deploying evaluative techniques for project
selection and outcomes
• Writing SMART business objectives
• Develop evaluative techniques
77
78
Workgroup Breakout
Activity 1
Analyzing and Prioritizing Business Needs
1.
2.
3.
SWOT
TOWS
Value Chain Analysis
Activity 2
Workflow Diagrams
1.
2.
Perform a Workflow Analysis
Locate High Impact Change Areas
Result: Develop the County Priorities and the
results needed in each Priority
Result: Redesign the process for efficiency and
identify target key areas to improve
Activity 3
Brainstorm Solutions
Activity 4
Evaluative Techniques/Cost Benefit Analysis
1.
Utilize Solution Criteria to identify the
best solutions to address the problem
2.
Prioritize and organize your solutions
into a timeline covering the FFY
Result: Create a project plan to implement
over the course of a FFY
1.
Identify the milestones to measure and
where to gather the information
2.
Create mock-ups of the charts
3.
Determine Cost Benefit Analysis
Result: Develop an evaluation and analysis
plan assessing the its effectiveness
79
Communicating Results to Stakeholders
80
81