Services
Business Analysis
Understand before you decide and invest.
This creates a transparent basis for well-founded decisions before time, budget and resources are committed.
Booking opens at Microsoft Bookings. There you can continue as a guest without signing in. Or email office@hosang-consulting.com.
- 1Understand the situationNeeds and perspectives of business units and IT.
- 2Structure optionsOrganise requirements, processes and solution paths.
- 3Prepare decisionsProceed, adjust, defer, stop or hand over.
Whether it is a software or ERP selection, a procurement process, a new IT system, an investment, a new line of business or an organisational change: I work with you to clarify what is really at stake, which requirements exist and which options come into question. Together with the people involved, I make relationships, contradictions and risks visible. You receive a transparent basis for the next decision before time, budget and resources are committed.
When business analysis makes sense
A solution is being discussed, but the people involved have different ideas about what is actually needed. Business units and IT talk about functions, but not yet about the common objective. Several options are on the table, or the consequences of an investment are not yet sufficiently understood. Often a tendering process, software selection or project mandate is being prepared, and it is not yet clear what exactly should be procured or commissioned. An independent analysis can also help with location questions, new lines of business and organisational decisions.
An additional analysis, on the other hand, is not automatically necessary if the objective, the requirements and the solution have already been sufficiently clarified. The point is the open questions, not additional documents.
"Whoever perfectly implements the wrong requirements has still built the wrong product."
Analysis is not an end in itself
First, I clarify with you what is to be achieved, which interests and constraints matter and which questions need to be answered. To do this, I talk to the people involved, structure requirements and processes, test assumptions and make dependencies visible.
Where technical solutions are under discussion, I connect the business view with the technical view. Depending on the mandate, this includes process modelling, multi-criteria evaluations and decision papers for executive management. Whether ERP, standard software or custom development: I assess options independently of vendors. The analysis should go as far as is necessary for a responsible decision, and no further.
What the analysis can deliver
The results depend on the mandate. Examples include:
- a shared description of the starting point, the problem and the intended outcome;
- structured requirements, process descriptions and identified dependencies;
- a comparison of solution options with advantages and disadvantages, risks and economic aspects;
- a reasoned recommendation with prioritised areas for action and possible next steps;
- a target state or a basis for a subsequent initiative.
Not every analysis needs every one of these results. At the start, we agree which decision-making basis is actually required.
Analysis in practice
The following examples show different situations in which structured analysis was used, in completed and ongoing initiatives.
IT analysis and target state for a municipality in the Canton of Bern
From diverging IT needs to a shared target state: analysis, workshops and a prioritised implementation plan for administration and schools.
Read the storyPedagogical ICT and system strategy for a municipality in the Canton of Bern
Devices, platforms and pedagogy considered together: decision-making foundations for a digital school strategy that is viable in the long term.
Read the storyPreparing new hospitality locations systematically
Recurring advisory on growth and location decisions: from vague ideas to a structured basis for decision-making, operating concepts and application documents.
Read the storyConnected services from customer need to scalable solution
Validating demand, user behaviour, processes and technology together through real-world application testing.
Read the storySelected references
2021
Governance platform & QMS – Proxy Product Owner
Group-wide in-house platform development. Multiple sprints, large corporate environment with multiple units.
How the collaboration begins
1. Free fit conversation, 20 to 30 minutes. We discuss the starting point and check whether a business analysis makes sense. The conversation is not an assessment and does not yet deliver a worked-out solution.
2. Clarification before an important decision. If an analysis is needed, we agree on the questions, the scope and the expected results. This clarification is the first paid step. I charge based on the time spent, with a cost ceiling agreed in advance. Depending on the topic, it includes interviews or workshops.
3. Decision and next step. The results are prepared so that you can assess your options for action. You decide whether to proceed, change the initiative, defer it, stop it or continue internally. This does not automatically lead to a follow-up engagement.
Business analysis, requirements engineering and project management
Business analysis looks at needs, objectives, interests, processes and solution options in context. Requirements engineering elicits, documents, validates and manages the requirements and, depending on the mandate, is part of business analysis. Product owners and proxy product owners take on other responsibilities in agile initiatives, which must be explicitly agreed. In HERMES, according to the reference manual, the user representative additionally takes on the role of product owner with the agile approach; the agility guide also allows the two roles to be filled separately. Project management organises and leads delivery within an agreed mandate.
Depending on the mandate, I can work as a business analyst, proxy product owner or solution architect. Which role I take on, what I deliver and which decisions remain with you is clarified at the start. A transition to project management or digital transformation is possible, but not automatic.
Frequently asked questions
Is business analysis only intended for IT projects?
No. Open questions about locations, lines of business, investments and organisational changes can also be clarified in a structured way. The approach and the results depend on the decision that is due.
The software has already been chosen. Do we still need business analysis?
Not necessarily. If processes, requirements and responsibilities have been clarified, there is no need for additional analysis for its own sake. If essential questions are open, clarification before configuration and roll-out can make sense.
Do we have to award an implementation mandate afterwards?
No. The result may just as well be that you continue internally, bring in another specialist, defer the initiative or not pursue it further.
What does the first step cost?
The fit conversation of 20 to 30 minutes is free of charge. If a clarification is needed afterwards, it is the first paid step. I charge based on the time spent, with a cost ceiling agreed in advance.
Facing an important decision?
Let's discuss which questions are open and whether business analysis is the right support for them.
Booking opens at Microsoft Bookings. There you can continue as a guest without signing in. Or email office@hosang-consulting.com.
Often combined with other services
In my experience, many engagements start with one question and grow into adjacent topics. These services are particularly often combined:
Project Management
A clean analysis is half the battle – the other half is delivery. Requirements and project control from one source avoid friction at handover.
Learn more about Project ManagementDigital Transformation
I combine clarifying business requirements with designing digital solutions so that insights turn into effective change.
Learn more about Digital Transformation