Business Analysis Trend – From BAWI 2013 – Business Analysis Workshop Italy
2013 – October 2013 – Part 2 – Cases Study
Helping Business Do Business Better - From Practioner To Practioner
(Prassede Colombo, IIBA Italy Chapter President, CEO PMProgetti )
BAWI is the annual exclusive workshop in Italy dedicated to professionals and managers in
organizations that deal with Business Analysis. In this article (Part 2) we report how companies
are applying Business Analysis to support their core business functions and their organizational
assets to deliver value to the customers. There are reflections and discussion about the main
required soft skill to be “the liaison” among stakeholders and to get stakeholders buy in,
managing the emotional side for the reaction to change.
“How to get Quality Management System Objective Applying BA Methodologies!” Alessandro Rogora – Gruppo Reti
Gruppo Reti found in the Business Analysis methodology application the solution to a business
need: add business value improving the Quality Management System (QMS).
Quality certification was required by the market, but it was not so clear the benefit to the business
and, in addition, was perceived as an obstacle or as an unnecessary work by Reti consultants.
In order to improve and measure the value for the business, Gruppo Reti realized that QMS could
become the key factor to lead an internal cultural change: QMS should be the way to work
starting from Customer satisfaction through real daily governance and operating processes. To
do that BA approach and competencies are essential: more Quality, more BA Professionals, more
understanding of Customer needs, mean more Customer satisfactions, more value for Gruppo
Reti and, at the end, more deals. This is the benefit logic.
BA approach allowed to get the following QMS objectives:
Start up an internal review process to grow perception level on QMS topics.
Delegation to review internal procedures and responsibility to collect input data for
Management Review and review internal KPIs directly by each internal BU.
Feedback and new procedures written directly by BU owners.
“Business Analysis in Insurance – the Antifraud Unit” - Sergio Besana – Insurance, Luigi
Pantarotto – SAS Italy
Business Analysis is strong where you face strong Business Challenges. Sergio Besana, Antifraud
Unit Analyst, and Luigi Pantarotto Business Advisory Leader, explored together the realm of the
fraud prevention, detection and reaction, with a special focus on the Insurance Market where
frauds are widely spread and a specific regulation is in place.
Mr. Besana commented about frauds in Europe and in Italy in particular: not exactly a virtuous
country. Billions of Euro is the estimated cost of frauds, 2.2 just in the UK market, and public
figures available for the Italian market just show the tip of the iceberg. Following the changes in
Italian law of 2012, every insurance company must have an anti-fraud unit and a research by CETIF,
2013, shows that the key success factors in counteracting fraud arise from an adequate mix of
proper training, policies and effectiveness of computer tools available to the claims settlement
network/fraud analysis unit.
The Fraud Analysts, as demonstrated by reviewing several job postings, is 100% a Business Analyst
role: Business Analysis competencies are key both in the everyday process of an antifraud analysis
and for the periodic technology upgrades of the antifraud systems. Mr. Pantarotto concluded the
presentation discussing a real life Business Case supporting the adoption of an antifraud business
“How to Find the Appropriate Set of KPI’s to Support Management in Decision
Making: An Integrated Approach” - Marco Cossutta – Reply Consulting
Company’s Management Control System should primarily allow:
1. a better understanding and monitoring of performance,
2. a more effective risks detection and prevention
3. and, moreover, the alignment of people behavior to strategic objectives.
Consequently a key activity for every Company is to align strategic objectives, organization,
processes and performance management system.
In particular the Top Management has to evaluate:
the completeness of the strategy defined,
the alignment of the operational targets to the strategic directions,
the effectiveness and efficiency of the activities to achieve the targets,
the adequacy and reliability of measurement and monitoring tools.
Starting from the Company strategic vision, Reply offers a comprehensive methodology (based on
Business Analysis Techniques) and a distinctive tool (the “Strategy Matrix Tool”) for answering the
question: "How to find the appropriate set of KPI’s to support Management in Decision Making”.
Lessons Learned from Reply’s experience in assessing and evolving Management Information
System of more than 200 customers has been transposed into the Strategy Matrix Tool that,
combined with the deep knowledge of Reply professionals, enable an integrated and
comprehensive assessment of :
The Value Levers,
The critical processes,
The performance measures (KPIs)
The potential enhancements required
“Business Analysis and Tree Climbing: the Connection” - Oludayo Awe – President of
IIBA® Nigeria Chapter
According to BABOK 2.0, business analysis is the set of tasks and techniques used to work as a
liaison among stakeholders in order to understand the structure, policies, and operations of an
organization, and to recommend solutions that enable the organization to achieve its goals. There
was nowhere in that definition that mention “Tree Climbing” as a key skill for a business analyst.
Yet, few business analysts can survive in the “Jungle” of an office without tree climbing skill. For a
business analyst to survive in an unstable environment other skills apart from technical skills
(soft skills) must be developed.
The background for this presentation was set with the story of Indonesian men that were trapped
on a tree for four days to escape from angry Tigers. The presenters liken a Tiger to a angry or
disappointed stakeholder, a trap to an solution components, Jungle to an office/work
environment. The presenter gave the following information to a business analysis tree; “A
business analysis tree can be defined as a practice, act or position or inclination that is unnatural
to the business analysis practice but can give a business analyst a unique view of his or her
environment from a vantage position”.
A business analysis tree is a time tested platform that allows you to take a vantage position,
survey your environment and get the best solution.
Today the linkages between economies in the world means that an events thousands of miles
away can seriously impact one’s immediate environment. We need Global skill. For this reason we
need to change from a Border Business Analyst to a Global BA.
Border BA 1.0
Always think in the local context
Unaware of the global trend
Uninterested in Professional Development
Global BA 2.0.
Thinks Global while meeting local needs
Shows high interest in what is happening all around the world
High interest in Professional Development
Highly developed soft skills
In the current context we should take in mind the following aspects:
Stop thinking about Italian needs alone; think global while meeting local needs
Constant learning is needed to survive in an unstable environment
The only environment in today’s world is Global
Get involve in the local IIBA chapter to be part of the IIBA global network
“Business Analyst, Project Manager and Emotional Buy-in” - Fabrizio Bolle – GE Global
Growth & Operations
The word “buy-in” is immediately recalling rationales, business cases, cost/benefit analysis. Is it
enough for the success of a project?
We often forget that there’s another type of buy-in, which can be even more important than the
usual one. There will be people impacted by our project, how can we deal with them and get their
buy-in? They are not interested in numbers and rationales. We need to work more on their
emotional side, I will call it the “Emotional buy-in”.
We are all human beings, there’s a part of our brain which doesn’t like numbers and rationales: it
is the Limbic Brain which deals more with feelings and with “why we do something”. This concept
is crucial to understand how much the emotional side is important when we need to get a buy-in.
So, how do we get the emotional buy-in?
All the project tasks should be planned and executed with a special attention to the human
Stakeholder analysis should target the full impacted population
We should focus on communications and human interactions
Furthermore we should always consider that a project with a high rate of emotional buy-in is a
very good investment for any future project.
Second Round Table - Outcomes
During the Second Round Table we discussed with Key Business Stakeholders and we found out
that organizations are looking for BA competencies in order to respond to the change. They are
understanding the relevance of the approach and the skills of Business Analysis in supporting the
current scenario, changes and the projects to get the real value for the business.
Gruppo Reti is well aware of the relevance of the BA competencies and, in order to improve its
quality process with the purpose of giving more value to customers, has been applying the
business analysis approach for a year. Moreover Gruppo Reti’s mission is to grow the BA
competencies, thus a training program and CBAP Certification for its consultants have been
SGS Banco Popolare underlined that the Business Analysis is performed in all the organizations
but it often happens that it doesn’t work in getting the desired results. Why? We discussed
together and we agree that the BA is performed by people who learnt by experience and there
isn’t a methodology, a structured approach. People don’t use the right techniques and tool and
haven't the awareness of the needed skills to improve.
The skills of Business Analysis are relevant to create the bridge among Business and Solution
Stakeholders and the organizations need to get the awareness of this, to be able to sustain and
improve the capability to identify the real problem or opportunity, to launch and implement the
right projects aligned to the business, stakeholders and solution requirements. It means “to
change the organizations”.
IIBA is helping organizations to evaluate the Business Analysis approach thanks to the BABOK
Guide; is supporting the assessment of the BA competencies for the professional development
through the Business Analysis Competency Model; and is guiding the recognition of the value
and expertise of the BA Professionals through the programs of Certifications.
Assochange is promoting the Change Management discipline and believes that the specialization
is “a must” for an organization in order to be able to innovate and growth. The vertical skills allow
to get high level of performance and the quality in the results.
For this reasons is very important to qualify the Business Analyst Professional who works with
Project Manager Professionals and specialist, Subject Matter Expert as Change Manager, IT
HP Enterprise Services believes in the role of the Business Analyst and it has already launched in
Italy the CBAP Certification for the consultants. The BA professionals are considered the Key
Drivers for the Business Development allowing to understand the real problem and value for the
BAWI 2013 has confirmed that the skills of Business Analysis are essential to all organizations in
the present context of uncertainty and of fast changes, addressing the right solutions to succeed
and or to survive and guiding them to change
You can find all the presentation and the full articles in detail (in English) at the link:
Sources PART II
BABOK Guide V 2.0
Welcome – Introduction to BAWI 2013 – Prassede Colombo, President of the IIBA® Italy Chapter,
“How to get Quality Management System Objective Applying BA Methodologies!” - Alessandro
Rogora – Gruppo Reti
“Business Analysis in Insurance – the Antifraud Unit” - Sergio Besana – Insurance, Luigi Pantarotto
– SAS Italy
“How to Find the Appropriate Set of KPI’s to Support Management in Decision Making: An
Integrated Approach” - Marco Cossutta – Reply Consulting
“Business Analysis and Tree Climbing: the Connection” - Oludayo Awe – President of IIBA® Nigeria
“Business Analyst, Project Manager and Emotional Buy-in” - Fabrizio Bolle – GE Global Growth &