business analysis events 25th may

Business Analysis events

25th May & 19th June 2006

Paul Turner

Competencies – the Demand side Employers and Jobs

Competencies – the Demand side Employers and Jobs

Qualifications – the Supply side Employees and Training Providers

Competencies – the Demand side Employers and Jobs

Qualifications – the Supply side Employees and Training Providers

Competencies – the Demand side Employers and Jobs

Qualifications – the Supply side Employees and Training Providers

Standard definitions and approachesEmployers, Jobs, Employees and Training Providers

Debbie PaulAssist Knowledge

Developmentwww.assistkd.com

Joint editor of Business Analysis

Our aim:

Best practice techniques

Pragmatic advice

Additional references

To support professionalism in Business Analysis by providing:

ITImprovement

ProcessImprovement

BusinessImprovement

Scope

Maturity

The development of Business Analysis

Competencies of a Business Analyst

Business knowledgeBehavioural skills and Personal qualities

Techniques

Range of competencies

Key techniques

ITImprovement

ProcessImprovement

BusinessImprovement

StrategyAnalysis

SystemsThinking

Value chainAnalysis

Process Modelling

RequirementsEngineering

SystemsModelling

Business CaseBusiness Case

COMPETENCIES

Implementing ChangeImplementing Change

Managing the Information ResourceManaging the Information Resource

ITImprovement

ProcessImprovement

BusinessImprovement

Enabling business change

Business Analysis - a key discipline

Defined standards

Greater scope and authority

Increasing professionalism

Debbie PaulAssist Knowledge

Development

Joint editor of Business Analysis

Competencies – the Demand side Employers and Jobs

Business changemanagement

Business analysis 3 4 5 6

Programme management 6 7

Project management 4 5 6 7

Business process testing 4 5 6

Change implementation management

5 6

Organisation design and implementation

5 6

Benefits management 5 6

Relationship management

Stakeholder relationship management

5 6

SFIAplus V3.0 - snapshot

Business Analyst Role:

Skill Level Weighting

Consultancy 6 High

Technical Specialism 5 Low

Business Process Improvement 5 High

Change Implementation, Planning & Management 6 Medium

Methods and Tools 5 Medium

Organisation Design & Implementation 3 Medium

Stakeholder Relationship Management 5 High

Compliance Audit 3 High

Business Analysis 5 High

Data Analysis 4 Medium

Business Process Testing 4 High

Benefits Management 5 Medium

Competencies – the Demand side Employers and Jobs

Qualifications – the Supply side Employees and Training Providers

Standard definitions and approachesEmployers, Jobs, Employees and Training Providers

Re-inventing Re-inventing Business Analysis:Business Analysis:New skills? New skills?

Craig Rollason

Industry ContextIndustry Context

“The IT profession needs to move from its traditional role of technical solution supplier to become a proactive business transformation partner. “Colin Thompson, BCS deputy chief executive and programme director for the BCS professionalism in IT programme.April 2006

(1) Outsourcing(2) IT Projects on their own not enough

Re-cap of BA Role DefinitionRe-cap of BA Role Definition

“An internal consultancy role that has the responsibility for investigating business systems, identifying options for improving business systems and bridging the needs of the business with the use of IT.”

From Business Analysis (2006), published by BCS.

Business BA Suppliers

Skills to be businesstransformationpartner?

Project DesignProject Design

Assess characteristics & decide approach and resources needed to deliver business outcomes

Doing the right things Strategic Fit

Business Strategy Technical (IS/IT) Strategy Meets Investment Criteria (Business Case)/priority

Doing things right Selection of appropriate analysis approach & tools Right Resource Capabilities

You, Business Colleagues Deciding the sourcing strategy & commercials

Change ManagementChange Management

IT CHANGEOUTCOMES &

BENEFITS

Past & current

IT CHANGEBUSINESS CHANGE

OUTCOMES & BENEFITS

Current? & future

Understanding Business ChangeUnderstanding Business Change

1. Culture

2. Desire

3. Capability

4. Process

5. Tools

Five Change Levels New ITSystem

New CEO

SixSigma

RecruitGraduates

Emotional Intelligence (EI)Emotional Intelligence (EI)

EI: Set of skills, including self-motivation, empathy and social competence in interpersonal relationships e.g. Self Awareness Political Awareness Influence

As opposed to Mental Intelligence: Capacity to reason, plan, solve problems, think

abstractly, comprehend ideas and language, and learn. Measured by Intelligence Quotient (IQ)

EI & IQ working togetherEI & IQ working together

Low High

High

EmotionalIntelligence

Hearts

Minds

Hearts &Minds

Logically right. Good strategy“Traditional positionfor IT projects”

Formula fortransformation

Inspired.“people areJoined up”

MentalIntelligence

Challenges BA’s will faceChallenges BA’s will face

Role clarity “What sort of BA?”

Salary aligned to responsibilities

Re-assess education & skills

Overcoming IT stereotypes

SummarySummary

BA skills need to develop as a result of: Outsourcing Desire for ever greater IT/Business Alignment

BA needs to develop core skills: Emotional Intelligence Project Design Change Management

Thank YouThank YouRe-inventing Re-inventing Business AnalysisBusiness Analysis

Craig Rollasoncraig.rollason@btinternet.com

Agile Business AnalysisAgile Business Analysis

Dot TudorTCC

Training and ConsultancyISEB Business Analysis, PRINCE2, DSDM,

What is Agile?What is Agile?

In the late 1990's several methodologies emphasized:

close collaboration between developers and business experts;

face-to-face communication (as more efficient than written documentation);

frequent delivery of new deployable business value;

tight, self-organizing teams;

ways to work such that the inevitable requirements churn was not a crisis.

Early 2001 saw a workshop in Snowbird, Utah, USA, where various originators and practitioners of these methodologies met to figure out just what it was they had in common. They picked the word "agile" for an umbrella term and crafted the Manifesto for Agile Software Development, whose most important part was a statement of shared values:

close collaboration

self-organizing teams

frequent delivery

face-to-face communication

requirements churn not a crisis

What is Agile?What is Agile?

“While interest in agile methodologies has blossomed in the past few years, its roots go back more than a decade.

Teams using early versions of Scrum, Dynamic Systems Development Method (DSDM), and adaptive software development (ASD) were delivering successful projects in the early- to mid-1990s”

Jim Highsmith – Director, Cutter Consortium

DSDM recognises the role of the Business Analyst

B A

Let’s try it the old way …!

Task:

•To specify the requirements for a house you’d like to have someone build for you (about 20 requirements)

Detailed RequirementsDetailed Requirements

Foundations Walls ----------- ----------- Bathroom Kitchen ------------ ------------ ------------ ------------

•--------•Jacuzzi Bath•----------•Sink•--------•Flooring•Plasma TV•Lighting•---------

•Square, pink basin•Satin steel taps•------------•Pop-up rubber plug•Chrome overflow•------------•Integrated soap dish•Tubular chrome frame•Chrome u-bend•Chrome waste pipe•------------

Agile Approach …Agile Approach …Not the detailed Functional Spec…Not the detailed Functional Spec…

Prioritised, High-level Requirements

R1 ……… MR2 ……… MR3 ……… SR4………. SR5 ……… MR6 ……… MR7 ……… SR8 ……… SR9 ……… S…………. ………..………R76 ………CR77 …… C………..R80 ……… S

De

Func

t.Sp

ec

requirements churn not a crisis

Prioritisation

MMust have

O

SShould have

CCould have

O

WWon’t have this time

MM

SS

CCWWMM

requirements churn not a crisis

Group Exercise

Your task:

• Prioritise the top 20 High-Level requirements for the house you’d like to have built, to show at least the “Must Have” requirements

Note:

To PRIORITISE effectively you need a clearly-stated objective!

Agile, DSDM Teams

self-directed small (no more than six) composed of users and developers with equal responsibility

Business and IT in PARTNERSHIP

underpinned by a team success approach

and a “no blame” culture

close collaboration

self-organizing teams

face-to-face communication

OBJECTIVES:

• Boundaries

• Decision

• Commitment

• Approval

Facilitated WorkshopsFacilitated Workshops

A team-based information gathering and decision making technique

• interactive communication• empowered personnel• independent facilitator

close collaborationface-to-face communication

Delivery Deadline

MMMSC

MMMSC

M

SCC

S

Prioritised,High-level RequirementsR1 ……… MR2 ……… MR3 ……… S

A Cunning, Timeboxed Plan!A Cunning, Timeboxed Plan!

Timebox Timebox Timebox Timebox

MMSC

M

DSDMFeasibilityStudy Business

StudyFoundations and Shell

Internal Services Bathroom

& Kitchen

Living Roomsand Bedrooms

frequent delivery

requirements churn not a crisis

The BIG delivery

Jan Feb Mar Apr May

Small but complete deliveries

Iterative and incremental

investigate refine consolidate

Modelling Perspectives

Locations and Network LinksWHERE

WHY

WHO

WHEN

WHAT HOW

Rationale, ends and means

People and Tasks

Events, time and scheduling

Data andRelationships

Processes and Inputs/Outputs

Why DSDM?Why DSDM?

An agile business analyst’s “charter”

Recognises the importance of analysis and modelling, where other agile approaches do not specify this.

DSDM OverviewDSDM Overview

GuidanceQuality and TestingConfiguration ManagementPlanningRiskWhite Papers

TeamsRoles and ResponsibilitiesGuidance on team working

9 PrinciplesBusiness FocusPeople, process, technology

TechniquesFacilitated WorkshopsPrototypingModellingTimeboxing

Philosophy80/20MoSCoW (Must, Should, Could, Wont Have)Prototype

Life-cycle(Framework)PhasesProductsobjectives

DSDM

Summary: What is Agile Business Analysis?Summary: What is Agile Business Analysis?

close collaboration between the development and business experts;

face-to-face communication (as more efficient than written documentation);

frequent delivery of new deployable business value;

tight, self-organizing teams;

ways to work such that the inevitable requirements churn is not a crisis. AND

High level Requirements MoSCoW Timeboxing Facilitated Workshops Modelling

… and the BA makes sure it happens!!

B A

Summary: What is Agile Business Analysis?Summary: What is Agile Business Analysis?

close collaboration between the development and business experts;

face-to-face communication (as more efficient than written documentation);

frequent delivery of new deployable business value;

tight, self-organizing teams;

ways to work such that the inevitable requirements churn is not a crisis. AND

High level Requirements MoSCoW Timeboxing Facilitated Workshops Modelling

… and the BA makes sure it happens!!

B A

Agile Business AnalysisAgile Business Analysis

Dot TudorTCC

Training and ConsultancyISEB Business Analysis, PRINCE2, DSDM,

Competencies – the Demand side Employers and Jobs

Qualifications – the Supply side Employees and Training Providers

Standard definitions and approachesEmployers, Jobs, Employees and Training Providers

ISEB Qualifications in the area of ISEB Qualifications in the area of Business Analysis and Business ChangeBusiness Analysis and Business Change

Foundation Level:Foundation Certificate in IT-enabled Business Change NEW

Individual Practitioner Level Certificates:Business Analysis EssentialsRequirements EngineeringOrganisational Context (formerly Business Organisation)

Modelling Business ProcessesSystems Development EssentialsSystems Modelling TechniquesBenefits Management and Business Acceptance Under development

Higher Level:The Diploma in Business Analysis

And now ……….And now ……….

ISEB Professional in Business Analysis

Currently being piloted with 3 employers

Part of the ongoing definition of a series of Professional roles

Involves: Qualifications in own specialist discipline Qualifications in other supporting disciplines Experience in own discipline Leadership, coaching and mentoring Ethics Interpersonal skills