How the Business or Systems Analyst Benefits from R-pM
Business or Systems analysts work with structures laid over the business
Historically, the business or systems analyst has never had a good business framework for disciplined analysis. The analyst usually works with an isolated problem or set of user requirements and creates a business process or system solution. The solution does not actually manage the business, but is laid over the business. The business tends to change while the solution remains rigid, requiring continuing solution maintenance to align the solution with the changed business.
Most corporations do not understand the role of the business analyst and do not properly organize their business capital. Often the systems analyst is placed in IT, which removes him from the business and provides a computer processing focus, rather than a business requirements focus.
R-pM organizes the Business Structure to provide a framework for analysis
R-pM provides a new environment for the business or systems analyst. R-pM organizes and manages the business, “the activity of providing goods and services”. R-pM organizes the activity as business performance and the goods and services as business results in a simple, easy-to-manage Business Structure defined by only two entities:
- Results: Specific economic outputs that must be produced by business performance
- Performance Solutions: Specific capital that must be utilized in performance to produce specific results
Results are the inputs to and the outputs from performance. A result is a specific accomplishment, like customer order recorded, that can be counted and measured. Capital is utilized through performance solutions to produce results. A performance solution is an item of capital, like a human salesmanship capability solution, utilized to produce the result. The business organization is updated with each result or performance solution change.
All business processes or information system processing are specific performance solutions to produce a specific result. Instead contriving a business process or designing an information system to produce an eventual output, the requirement is to produce a specific chain of results. Each result requires a specific business process and information system solution, plus other specific solutions that are managed by one Result-performance Management System that manages to complete business.
R-pM manages Business Capital to provide business and information system processing to produce results
R-pM manages all capital utilized to produce a result in one integrated Performance Structure. The Performance Structure applies the specific capability to develop, improve, and support the capital in four categories: business, capital specific to produce a particular result; human, people who produce the result; facility, tangible assets and documentation; and management, the capital that plans and controls results.
The Performance Structure organizes solutions to be utilized in three classes: readiness, to be able to produce a set of results; production, to produce the specific result; and information, to provide and capture information. Business capital includes business organization, business process, and business data.
Every performance solution developed and utilized is defined in one of the solution types in the performance structure, defined to the detail that it can be deployed to specific results. The Performance Structure manages all performance solutions available as a set.
Business and systems analysis supports business capital, the capital specific to produce a specific result. Business capital contains the organization of roles and the specific capital utilized to produce a result. The business organization maintains the business structure, as a continually accurate representation of the business. The business process includes both manual and computer business processing to produce the result. Business data is the information that specifically describes the result, the performance solution utilized, and entities like capital, time period, and enterprise that are involved in business transactions concerning the result. Entities like responsible human capital or organization name are maintained as attributes of results or performance solutions.
The results produced and performance solutions utilized provide the Business Structure
Organizing results as specific outputs in the result structure and capital as specific performance solutions in the performance structure, provides the Business Structure. For new development, all results to be produced from development and all performance solutions needed to produce the results are defined in the planned Business Structure. The business and systems analyst must acquire or provide the business process and information system processing solutions needed to produce each result. The analyst must integrate all solutions and test solutions to produce results to meet result user requirements.
Overlaid 20th century business processes and information systems are replaced by one 21st century Result-performance Management System to manage performance solutions utilized and results produced by the business. Business details are kept on individual result items such as orders and invoices, and specific performance solution details like employees and fixed assets. Once the analyst learns R-pM, the analysis of the complete business and all use of information technology is straight forward.
The business and systems analyst are high-worth human capital in the 21st Century Enterprise
Starting in 2008, R-pM is the next and final wave of business transformation from the overblown 20th century enterprise, weighed down by enormous overhead structures and unsolvable problems, to the simplified, efficient, and flexible 21st Century enterprise that directly manages the actual business.
The business and systems analyst will be essential to this transformation, whether working for the enterprise, as a consultant, or for a company that provides software and other 21st century performance solutions. Get your R-pM Toolkit, the 21st Century Management Manual, to learn how you can benefit from business transformation from 20th century enterprises to 21st century enterprises.
Once the 21st century enterprise is established, there is a structure to recognize the worth of human capital, especially those with scarce high-worth human capabilities like business and systems analysts.
