business analysis events 25th may
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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 [email protected]
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