Business Analysis 101: Strategy Analysis Analyzing Current State SWOT Capability Gaps Root Cause

Study Guide – Analyzing Current State (SWOT, Capability Gaps, Root‑Cause)

What This Is

Analyzing the Current State is the BA’s systematic effort to capture how the organization, process, or system works today. It creates the factual baseline that later “future‑state” designs are built on. In the BABOK® life‑cycle this belongs to the Strategy Analysis and Business Analysis Planning & Monitoring knowledge areas, and it feeds the Requirements Elicitation and Solution Assessment phases.

Real‑world example: A financial services firm wants a new CRM platform. The BA first maps the existing sales‑lead workflow, runs a SWOT on the current CRM, and identifies capability gaps (e.g., no mobile‑first capability). Those findings become the “as‑is” picture that justifies the new solution.

Key Terms & Techniques

Step‑by‑Step Process Flow

1. Plan the Current‑State Analysis – Draft a brief analysis plan (scope, stakeholders, techniques, schedule) and get approval from the sponsor.
2. Identify & Engage Stakeholders – Use the Stakeholder Map to schedule workshops, interviews, and observation sessions.
3. Collect Data – Run workshops (SWOT, Gap), observe processes (As‑Is modeling), and gather performance metrics and existing documentation.
4. Apply Analysis Techniques – Build the SWOT matrix, create a Capability Gap model, and conduct Root‑Cause analysis (Fishbone or 5 Whys) on any pain points.
5. Document Findings – Produce the As‑Is process diagram, Capability Gap document, SWOT summary, and a consolidated Gap Register.
6. Validate & Baseline – Review all artifacts with stakeholders, capture sign‑off, and store the baseline in the requirements repository for future‑state design.

Common Mistakes

Certification Exam Tips

Quick Check Questions

1. Scenario: After a SWOT workshop, the sponsor asks the BA to show why the current CRM’s “lack of mobile access” is a problem. Which technique should the BA apply next?
   Answer: Root‑Cause Analysis (5 Whys or Fishbone).
   Justification: The BA must drill down from the identified weakness to its underlying cause before documenting a requirement.

2. Scenario: The BA has produced an As‑Is BPMN diagram and a Capability Gap matrix. The project manager wants to know which document will be used to prioritize the backlog.
   Answer: Gap Document (or Gap Register).
   Justification: The Gap Register lists each capability shortfall, its impact, and priority – the source for backlog ordering.

3. Scenario: A stakeholder claims the current process is “perfect” and refuses to attend a SWOT session. What should the BA do?
   Answer: Stakeholder Map + Influence/Interest analysis and schedule a focused interview.
   Justification: BABOK requires the BA to assess stakeholder influence; a resistant stakeholder still needs to be engaged to validate the current‑state baseline.

Last‑Minute Cram Sheet (10 One‑Liners)

1. Strategy Analysis = where SWOT, Business Capability Model, and Capability Gap analysis live.
2. Requirements Analysis = home of Root‑Cause, Fishbone, and 5 Whys techniques.
3. Input → Output: Current‑State Assessment → Gap Document (baseline for future‑state).
4. BPMN is the preferred notation for As‑Is and To‑Be process models.
5. ⚠️ “Elicitation” is the activity; requirements are the output. The BA elicits information, not requirements.
6. SWOT produces a Strategic Issue List, not a requirements list.
7. Capability Gap = “What we can do today” vs. “What we need to do tomorrow.”
8. Root‑Cause is always why a problem occurs, not what the problem is.
9. Stakeholder Map → RACI matrix = how you document influence & responsibility.
10. KPIs captured in the current‑state baseline become the measurement criteria for solution benefits.

Good luck – you now have the practical toolbox to analyze any current state, ace the exam, and deliver real value on the job!