the role of a ba in a vendor software solution sharon ashton mathew stordy
TRANSCRIPT
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The Role of a BA in a Vendor Software Solution
Sharon Ashton Mathew Stordy
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Review Goals & Objectives
Technology Decision & Purchase RFI/RFP Contracts/SLAs
Building a Solution Requirements Design/Build Test/Train/Deploy
Steady State Lessons Learned & Perspectives
Agenda
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Goals & Objectives
Share our experiences from two perspectives, as a Client BA and as a Vendor BA, in case study format
To review the unique aspects of the BA role within Client organizations Vendor organizations
Review an enterprise software implementation Recognize the current and strategic role of the BA Lessons Learned – How can we “do this better?”
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So you need to choose a technology?
What is your Business Case?
Assessing your key Business drivers
Addressing Business Process improvements and/or efficiencies
Technology refresh drivers
Ultimately, need to decide buy, build or modify existing Determine your ROI - provide cost estimates Consider exit strategy
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So you need to choose a technology?
You decide to buy new….
Documenting your requirements
Identifying vendors
Sending out your RFI (Request of Information)
Reviewing and determining your “short list”
Sending our your RFP (Request for Proposal)
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You’ve decided to Purchase
The Client BA creates an RFI to assess:
Experience level and depth of knowledge of potential vendors. . . Credibility is key
Product capabilities and alignment with the business case Software development processes, procedures and tools Quality checkpoints and testing approach
The Client BA helps assess the resulting RFP’s
Key role in business functionality traceability May be asked for input into contractual questions, service level
metrics, etc
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Vendor BA – Selection Support
Formal Roles RFI/RFP process Demo and Evaluation phase Sales support
Implied Roles Provide clarity around organization goals or problem
statements Identify a viable solution Assessing the risk associated with a prospective sale Address the diverse questions\concerns raised during the
sales process
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Client BA: Contracts and SLA’sArea’s to watch
Cost estimations
Business Capabilities Managing the customer’s expectations
Communication Plan Items
Relationship Meetings Operational meetings Problem and enhancement protocols
SLA’s Validating metrics on quality and timeliness
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The SDLC (System Development Life Cycle) The Project Charter Communication Plans Roles and Responsibilities CMMI certifications etc. PMO’s
Vendor BA perspective…..every client brings a different view of the SDLC, the vendor has to be flexible….The jointteam needs to look at the project and must agree to aprocess that works for all
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Requirements: Client v. Vendor View
Eliciting Requirements – Access to Stakeholders
Client – Primary Access
Vendor – Secondary Access Usually through Client BA, Project Manager, or projectsponsor
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Requirements: Client & Vendor View
Documenting Requirements
Key Terms and Definitions must be agreed to early on Sign off from key stakeholders critical Use common business language Be comprehensive
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Requirements: Client v. Vendor View
Sign-Off is used to finalize & clearly define scope
Client responsibility
Ensure the needs of the organization are met Within budget and on time
Vendor responsibility
Ensure the needs of the client organization are met Protect the interests of the vendor organization
Joint inspections & walkthroughs are critical
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Vendor BA: Design
When designing and\or collaborating on a new software solution, the vendor BA must consider the following:
Meeting the needs of the client\solution Development Costs Future Market Potential Future Maintenance Costs
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Client BA: Design
Recognize the strategic role your software plays in the business plan and technology portfolio
Understand scale
You must get into their “story/business”
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Vendor BA: Build Provide continuing (daily) support to the Dev Team
Identify and escalate any misalignment in: Solution direction Resources alignment
Implement and coordinate configuration changes
Unit Testing support
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Client BA: Test Functional Testing
Data Profiling and its importance Test Strategies, Test Plans, Testing Matrices Test cases Timing of artifacts (test plan, test matrix, etc…) Issues regarding allocation of resources
Integration Testing Integrated with every corporate system
User Acceptance Testing Alignment with “book”
Performance Testing
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BAs Joint: Test Automated Testing Tools
Synchronizing vendor and client frameworks Sharing of test scripts
Perimeter environments Interface concerns
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Training
Vendor Typical role is to train the trainer.
Client Typically primary trainer Needs to be cognizant of implementation goals\objects Must leverage client organization’s investment
Joint Manage end user perceptions Documentation Delivery
Demos, WebEx CBT’s Manuals/User guides
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Deployment Performance Test
Execute upon predetermined “roll out schedule
Will you roll out all at once? Will you consider a pilot and if so…what locations? Will your roll out be date driven? What about data conversions?
The BA is a key expert in all the above decisions
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Client BA & Vendor BA in Steady State Concerns
A new team? What will be our “day to day” roles? Enhancements How do I keep my documentation up to date?
Communication Types / “Rhythms” Weekly Meetings - Tactical Quarterly Operational Meetings Yearly Strategic Relationship Meetings User Groups Advisory Councils
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How can we do this Better?
Create a WIN-WIN atmosphere
Create a common vocabulary
Align Products and Services
Ensure teams compliment each other
Communicate Often
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“The Business Analyst function is critical to the success of any systems implementation. Their ability to understand the business process and systems design creates a more efficient process and improves the communication within the project.”
Patricia Shea Executive Vice President and CIO SPARTA Insurance
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“Many companies elect to strategically source or purchase systems/solutions from software vendors to address critical business needs. To ensure the needs of the business are truly met and mitigate project and financial risk, these companies rely heavily on the role of the Business Analyst.”
Todd Ellis CIO Chubb Commercial Insurance
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“Replacing core systems within an insurance company can be compared to open Heart surgery, whereas consequences for getting it wrong can be devastating. The BA plays a significant role in ensuring the project's success helping the company realize the desired benefits: efficiencies, scale and/or improving customer service. Vendor BAs have the benefit of participating in multiple projects every year and can bring significant experience to any engagement. The quality of that BA to BA interaction between carrier and vendor corresponds directly into the quality and effectiveness of the project. Insurity considers the BA a significant and strategic role which drives our ultimate success as a trusted partner to our customers.”
David Pedersen President of Insurity
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“BA's are our most valuable form of risk management for a project. Their natural analytical capabilities, vast domain expertise and rich experience conducting multiple software implementations enables them to very quickly ascertain the key project risk factors that will be impediments to the project’s success. They recognize customer staffing/skill gaps, missing requirements, and unrealistic implementation time expectations, as well as issues related to our ability to execute our tasks within the project. This allows us to engage the customer in discussions regarding the projects potential risks early in the project avoiding costly mistakes.”
John Pettit President of Adaptik
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Discussion
Q & A