Becoming a Successful Business Analyst
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Becoming a Successful Business Analyst Presentation Transcript

  • 1. Becoming a Successful Business Analyst Co-sponsored by IT Skills Development Work Group and Project Management Work Group December 15, 2009
  • 2. Welcome Goal of IT Skills Development Workgroup (ITSD) To provide NYS IT Professionals with resources and information • that allows them to build their capabilities • so that they may take on more advanced roles and tasks in their workplace Through • Seminars and Forums • Facilitation and Encouragement of Communities of Practice • Other Offerings Today’s Session on Business Analysis: • What is a Business Analyst? • What Role do they Play? • How does Business Analysis and Project Management Interact?
  • 3. Agenda Welcome And Introductions - James Nicol, Co-chair IT Skills Development Work Group What Makes A Successful Analyst? - Caryn Quinn, Technodyne The Role Of The Business Analyst - Paul Franz And Angie Musa, NYSTEC Break Business Analyst And Project Management Roles: How They Interact And Interrelate, - Kathleen Barret, IIBA President Panel Discussion Final Thoughts – James Nicol Adjourn
  • 4. What makes a successful Analyst. Caryn Quinn – TechnoDyne
  • 5. Business Analysts
  • 6. What makes a successful Business Analyst? NYS Forum IT Skills Development and Project Management Workgroups 15th December 2009 Business Analysts
  • 7. AGENDA • Introduction • What is a Business Analyst (BA) ? • Why are BAs needed ? • What do BAs do ? • How does one become a successful Business Analyst ? • Tools • Leverage of the BABOK • Tailoring the tools for success • Use Case / Model Business Analysts
  • 8. INTRODUCTION Caryn Quinn Director Technology, Technodyne • 20 years experience aligning technology to deliver business value • Previously Sr. Manager, IBM; VP Technology, Sony; VP Strategic Outsourcing, Velocity • Primary focus on: - Helping clients clarify business needs - Identifying creative solutions to address business needs - Developing Solution Blueprints - Managing Organizational and Process change - Monitoring and measuring project success Business Analysts
  • 9. WHAT IS A BUSINESS ANALYST • The BA role is multi-functional and highly varied • The shape of the BA role depends upon project objectives, client preferences and team’s capabilities • Two commonly encountered models: Product Scope Agile Initiate SCRUM Requirements Plan PRINCE2 Design RAD Monitor SIX Sigma & Control Build Rational ImplementEtc. Test Etc. Close PMI Project Release Management Process Waterfall Development Business Analysts
  • 10. WHY ARE BAs NEEDED Regardless of SDLC model, poor requirements management is consistently in the top 3 reasons for Project Failure Poor strategic Lack of handover Lack of sponsor alignment (people change management) involvement Poor planning Poor or wrong Poorly defined Ineffective objectives/scope requirements* communication Long time to Team skills delivery Lack of formal PM (esp. interpersonal skills) Poor risk management processes Business Analysts help manage many of these project areas, most notably Requirements Analysis and Management Business Analysts
  • 11. WHAT DO BAs DO • Develop Stakeholder relationships • Work with Stakeholders to elicit and define requirements • Plan • Manage Requirements • Communicate • Analyze • Assess & Validate Solutions • Communicate • Document • Communicate • Verify / Test • Communicate • Involved in every stage of a successful project’s life cycle Business Analysts
  • 12. HOW DOES ONE BECOME A SUCCESSFUL BUSINESS ANALYST A successful Business Analyst builds a toolbox of capabilities Business Process Analysis Simulator/Testing TOOLS (Code) Profiler Debugger GUI designer Prototyper Agile: XP, SCRUM METHDOLOGY Iterative: RUP, Dynamic System Dev Model Waterfall:original SDLC Business skills / knowledge Domain (functional) skills SKILLS Management & Leadership skills Technology skills On-the-job training EDUCATION Certificate programs College courses Business Analysts
  • 13. TOOLS – LEVERAGE OF THE BABOK The Business Analysis Body of Knowledge or BABOK … … captures the sum of knowledge within the profession of Business Analysis … reflects currently accepted practices … provides a framework with associated activities, tasks and skills But is NOT a “how to do” business analysis instruction manual NOR a methodology Business Analysts
  • 14. TOOLS – TAILORING FOR SUCCESS • Assessing Project Objectives Business Environment Client Preferences Team Capabilities Cultural Nuances Historical Experience (success, failures) • Customizing available tools to meet the needs of the particular project • Maintaining flexibility Use the tools to accelerate the process, improve efficiency, and quality Business Analysts
  • 15. SCENARIO / USE CASE – OVERVIEW STATED OBJECTIVE: Client wishes to replace 30 year old system due to inadequacies BUSINESS NEED: An intuitive, easy-to-use application with business rules-driven functionality supported by workflow and business analytics VALUE: • Greater automation and improved efficiencies • Enhanced compliance • Reduced error rate and cost • Simplified ability to identify and react to (+ / -) patterns • Improved client / user satisfaction Business Analysts
  • 16. SCENARIO / USE CASE – SOLUTION BLUEPRINT The Solution Blueprint :an integrated set of elements that define the project Underwriting Process Flow Approved Project Request Functional Framework Sales Manage Portal / Web Channel Manage Process quote Manage portfolio of Manage policy financials Customers Producers/Partners Employees submission business Enterprise Application Integration Traffic and log • Rate submission • Provide binder • Look-up • Track invoices / • Track business Business Components insured info open receivables lost Policy • Provide quote • Provide invoice Billing Administration • Log submission • Maintain quote • Print and • Pursue overdues • Analyze hit-ratios Customer Contact Product Document/Forms Financials Human Information Center Configuration Management Resources • Print and provide assemble policy • Report on • Adjust sales and Sales Force Customer Automated Underwriting Agent/Broker Administration quote doc (w/ endorsements) financial health marketing Automation Analytics Compliance Rating Investment • Provide policy strategy Management Campaign Management Claims Administration Reinsurance IT Contact Center • Track expirations Needs Analysis/ Disbursements/ • Generate Illustration Payouts Wealth renewals Management Core Banking Business Process Management Requirements Definition illu Information Management Technology Infrastructure & Support Applications Organization: DATE: 11/29/06 Page: 1 of 3 Functional Area: Automated Underwriting Title: Underwriting Functional Requirements Version: 1.0 st Requirement/Feature Priority Support Comments ra M/D/N 1/2/3/4* 1.General Requirements: Technical Architecture 1. Ability to support the following transaction types: ti v 1. 1. Quote/New Business. Policy Changes. e 1. Renewals. TCPIP 1. Cancellations. TCPIP IP User 1. Reinstatement with no lapse. System boundary 1. Reinstatement with lapse. Firewall 1. Rewrite. 1. Ability to support unique underwriting rule sets/underwriting questions by: iPLS Production iPLS Disaster Recovery 1. Line of Business. Load Balancer Load Balancer 1. Product. 1. Risk attributes. LDAP Adapter LDAP Adapter 1. State and or other Geography. Other Enterprise Analytics Analytics 1. Producer/sub producer. Applications 1. Pricing Program/Tier. Application Application Integration Hub Integration Hub 1. Transaction Type. Server Server 1. Ability to call the underwriting engine in either an On-Line or Batch mode. Database Server Database Server 1. Ability to support an underwriter referral process model (work-flow capability). Storage Tape Project Team RICE Analysis Steering Committee Group Phase Conversion Description Source System Scope Complexity Total Hours Client Executive Sponsor Paramount TV Rights-Out Deployment Conversions System Integrator Executive Management Advisory Board Project Management Governance Team Project Timeline Implementation Cost Model All Paramount BUs All Paramount BUs Phase 1 Phase 1 Rights W indows Complete Deal and License information PRAS - Rights In SMACS In Scope In Scope Medium Very High 280 480 Capitalizable Subject Matter Experts Client Project Management Governance/Change Mgmt 2005 Year X Year X+1 CBS-Paramount TV Cost Summary External Costs PDS (DSTAR, PDSDEAL, System Integrator Project Management Analyst All Paramount BUs Phase 1 Complete Deal and License information DMS) In Scope Very High 480 Testing Coordinator Estimated Hardware Costs $770,759.20 Training Coordinator Project Detailed All Paramount BUs Phase 1 Complete Deal and License information (Manual) BATS In Scope Very Low 80 Development Deployment Ramp-Up Design Estimated Software Licensing Costs $7,071,250.00 All Paramount BUs Phase 1 Complete Deal and License information (Manual) DCNTP In Scope Very Low 80 Estimated Training Costs $386,250.00 All Paramount BUs Phase 1 Complete Deal and License information (Manual) DORADO In Scope Very Low 80 All Paramount BUs Phase 1 Dom. Pay Deal Information to TVR INTO TVR In Scope Medium 280 Workstream 1 Workstream 2 Workstream 1 Workstream 1 All Paramount BUs Phase 1 Intl. Pay Deal Information to TVR INTO TVR In Scope Medium 280 Estimated Staffing Costs All Paramount BUs Phase 1 Dom. Pay/SMACS Billing History to TVR INTO TVR In Scope High 360 Business Analyst Business Analyst Sophoi $6,198,931.20 Technical Analyst Technical Analyst All Paramount BUs Phase 1 Dom. Pay/SMACS Revenue/Cash History to TVR INTO TVR In Scope High 360 Developer Developer System Integrator $7,190,656.00 SUB-TOTAL FOR RIGHTS-OUT DEPLOYMENT Data Base Architect Data Base Architect CONVERSIONS 5600 Interface / Conversion Lead Interface / Conversion Lead Ramp- Workstream 1 & 2 Technical Developers $1,989,600.00 Original 3360 Up Deployment Paramount TV Rights-Out Accounting Estimated Total Staff Costs $15,379,187.20 Deployment Conversions Enterprise $1,377,038.40 Estimated Travel Costs (@ 15% of SI and Technical Developer staff costs) IP Blueprint Workstream 2 Workstream Domestic Cable, Intl 2 Free/Basic Phase 2 TFS Change History to iPLS Analytics TFS In Scope High 360 Estimated Sum Total One-time Costs: $24,984,484.80 SUB-TOTAL FOR RIGHTS-OUT ACCOUNTING DEPLOYMENT CONVERSIONS 360 SUB-TOTAL FOR ALL PARAMOUNT TV CONVERSIONS 5960 Business Analysts
  • 17. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE Customers Portal / Web Channel Producers/Partners illu st Employees Enterprise Application Integration ra Business Components ti v Policy Administration Billing e The Functional Framework is Customer Information Contact Center Product Configuration Document/Forms Management Financials Human Resources a tool that defines the major Sales Force Automation Customer Analytics Automated Underwriting Agent/Broker Administration Compliance components of functionality Investment Campaign Rating Management IT of the desired solution and Management Claims Reinsurance Administration Needs Analysis/ Disbursements/ Contact Center their relationship to each Illustration Payouts Wealth Management Core Banking other. Business Process Management Information Management Technology Infrastructure & Support Applications This model is used to clarify, communicate, and confirm the solution with the client / business users. The model serves as the basis for Technical Architecture and Process Flows. OWNERSHIP: Business Analyst Business Analysts
  • 18. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE illu TCPIP TCPIP st IP User ra The Technical Architecture System boundary ti v Firewall e brings the Functional Framework from a iPLS Production iPLS Disaster Recovery Load Balancer logical, business Load Balancer LDAP Adapter perspective to a physical, Other LDAP Adapter Enterprise Analytics technical perspective. Applications Analytics Application Application Integration Hub Integration Hub Server Server Database Server Database Server Storage Tape The Technical Architecture along with the Process Flows serves as the basis for the Requirements Document. OWNERSHIP: Business Analyst Business Analysts
  • 19. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE Process Underwriting Sales il lu st Manage Manage ra Process quote Manage policy Manage portfolio of submission ti v financials business • Look-up e Traffic and log • Rate submission • Provide binder • Track invoices / • Track business insured info • Provide quote • Provide invoice open receivables lost Activitie • Log submission • Maintain quote • Print and • Pursue overdues • Analyze hit-ratios s • Print and provide assemble policy • Report on • Adjust sales and quote doc (w/ endorsements) financial health marketing • Provide policy strategy • Track expirations • Generate renewals Process Flows leverage the Functional Framework which shows the what needs to be done to articulate how the business does it. The Process Flows along with the Technical Architecture serves as the basis for the Requirements Document. OWNERSHIP: Business Analyst Business Analysts
  • 20. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE Requirements Definition RICE Analysis Organization: DATE: 11/29/06 Page: 1 of 3 Group Phase Conversion Description Source System Scope Complexity Total Hours Functional Area: Automated Underwriting Paramount TV Rights-Out Deployment Conversions Title: Underwriting Functional Requirements Version: 1.0 Requirement/Feature Priority Support Comments 1.General Requirements: illu M/D/N 1/2/3/4* All Paramount BUs Phase 1 illu Rights W indows PRAS - Rights In In Scope Medium 280 1. Ability to support the following transaction types: st All Paramount BUs Phase 1 st Complete Deal and License information SMACS In Scope Very High 480 1. Quote/New Business. ra ra ti v PDS (DSTAR, PDSDEAL, 1. Policy Changes. All Paramount BUs Phase 1 Complete Deal and License information DMS) In Scope Very High 480 1. Renewals. e All Paramount BUs Phase 1 ti v Complete Deal and License information (Manual) BATS In Scope Very Low 80 1. 1. Cancellations. Reinstatement with no lapse. All Paramount BUs All All Paramount Paramount BUs BUs Phase 1 Phase Phase 1 1 e Complete Deal and License information (Manual) Complete Deal and License information (Manual) Dom. Pay Deal Information to TVR DCNTP DORADO INTO TVR In Scope In In Scope Scope Very Low Very Low Medium 80 80 280 1. Reinstatement with lapse. All Paramount BUs Phase 1 Intl. Pay Deal Information to TVR INTO TVR In Scope Medium 280 1. Rewrite. All Paramount BUs Phase 1 Dom. Pay/SMACS Billing History to TVR INTO TVR In Scope High 360 1. Ability to support unique underwriting rule sets/underwriting questions by: All Paramount BUs Phase 1 Dom. Pay/SMACS Revenue/Cash History to TVR INTO TVR In Scope High 360 1. Line of Business. SUB-TOTAL FOR RIGHTS-OUT DEPLOYMENT CONVERSIONS 5600 1. Product. Original 3360 Paramount TV Rights-Out Accounting 1. Risk attributes. Deployment Conversions 1. State and or other Geography. 1. Producer/sub producer. Domestic Cable, Intl 1. Pricing Program/Tier. Free/Basic Phase 2 TFS Change History to iPLS Analytics TFS In Scope High 360 1. Transaction Type. SUB-TOTAL FOR RIGHTS-OUT ACCOUNTING DEPLOYMENT CONVERSIONS 360 1. Ability to call the underwriting engine in either an On-Line or Batch mode. 1. Ability to support an underwriter referral process model (work-flow capability). SUB-TOTAL FOR ALL PARAMOUNT TV CONVERSIONS 5960 Requirements Definition and RICE (Reports, Interfaces, Conversions, Extensions) define the high-level details of what needs to be created. These documents, together, will help articulate resource needs and the timeline for development of the solution. OWNERSHIP: Business Analyst, (Programmer) Business Analysts
  • 21. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE Project Timeline Implementation Cost Model Capitalizable CBS-Paramount TV Cost Summary 2005 Year X Year X+1 External Costs Estimated Hardware Costs $770,759.20 Project Detailed Development Deployment Estimated Software Licensing Costs $7,071,250.00 Ramp-Up Design illu illu Estimated Training Costs $386,250.00 Workstream 1 st Workstream 1 ra Estimated Staffing Costs Sophoi st $6,198,931.20 ti v System Integrator ra $7,190,656.00 Ramp- eWorkstream 1 & 2 Technical Developers ti v $1,989,600.00 Up Enterprise Deployment Estimated Total Staff Costs e $15,379,187.20 IP Blueprint Workstream Estimated Travel Costs (@ 15% of SI and Technical Developer staff costs) $1,377,038.40 Workstream 2 2 Estimated Sum Total One-time Costs: $24,984,484.80 The culmination of this effort is the development of a Project Timeline and Project Implementation Cost Model. Together, these identify the Level of Effort (LoE) and Cost to create and deploy the solution to the user base. OWNERSHIP: Business Analyst, Project Manager Business Analysts
  • 22. CONCLUSION The Business Analyst’s role is a multi-functional, highly varied role Various formal and informal learning opportunities exist to develop the skills required for this role The model of this role on any project will depend on the project objectives, client preference, and team’s capabilities A set of industry tools exist to assist the Business Analyst; these are commonly known as BABOK – Business Analyst Body of Knowledge Business Analysts
  • 23. Caryn Quinn Director Technology, Technodyne cquinn@technodyne.net 917.699.8036 Business Analysts
  • 24. Appendix Business Analysts
  • 25. WHAT IS A REQUIREMENT A requirement is a description of a stakeholder need Specifically, requirements are: (1) A condition or capability needed by a stakeholder to solve a problem or achieve an objective (2) A condition or capability that must be met or possessed by a solution or solution component to satisfy a contract, standard, specification, or other formally imposed documents (3) A documented representation of a condition or capability as in (1) or (2) Business Analysts
  • 26. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE The IT Project Request Form is a tool that facilitates alignment at project onset illu st This form defines: ra ti v e • Project objectives • Anticipated business benefits • Probable risks and mitigation steps • Timeline • Roles and Responsibilities • Costs Steering Committee Client Executive Sponsor System Integrator Executive Management Advisory Board Project Management Governance Team It is supported by the Project Organization Chart Subject Matter Experts Client Project Management Governance/Change Mgmt System Integrator Project Management Analyst Testing Coordinator Training Coordinator Workstream 1 Business Analyst Technical Analyst Developer Workstream 2 Business Analyst Technical Analyst Developer OWNERSHIP: Project Manager Data Base Architect Data Base Architect Interface / Conversion Lead Interface / Conversion Lead Business Analysts
  • 27. The role of the Business Analyst. Paul Franz and Angie Musa NYSTEC
  • 28. Role of the Business Analyst Presented by: Angie Musa, CBAP® and Paul Franz, CBAP® December 15, 2009
  • 29. Presentation Outline – What is Business Analysis? – Who is the Business Analyst? – What skills and knowledge does a BA need? – Tools and Techniques – BABOK ® KAs and the PM Lifecycle – Summary
  • 30. What is Business Analysis?
  • 31. Who is the Business Analyst? – any person who performs business analysis activities – regardless of their job title or organizational role
  • 32. Role of a BA The Bridge Between Stakeholders • Liaison • Enabler • Change Agent Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com
  • 33. Job Duties NYS Civil Service Position Description Work as a liaison between stakeholders in order to elicit, analyze, communicate, and validate requirements for changes to business processes, policies, and information systems http://www.cs.state.ny.us/announarchive/announcements/25-156.cfm
  • 34. Assigning the Business Analyst Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com
  • 35. What Skills Does a BA Need? Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com
  • 36. Soft skills – Communication – Analytic skills • Written • Creativity • Oral • Logical thinking • Presentation • Decision making – Interpersonal • Relationships • Facilitation • Negotiation • Trustworthiness
  • 37. The depth of business and technical knowledge varies and finding the right balance is important
  • 38. Knowledge Areas – Business Analysis Planning and Monitoring – Elicitation – Requirements Management and Communication – Enterprise Analysis – Requirements Analysis – Solution Assessment and Validation – Underlying Competencies
  • 39. Tools and Techniques – Techniques are the way a practitioner performs a business analysis tasks • Techniques can also describe a specific form that the output of a business analysis task may take – BABOK® Guide identifies 49 techniques • BA does not need to be an expert in all techniques • Should understand commonly used techniques and how to best apply them
  • 40. Sample Tools and Techniques – Elicitation – Analysis • Observation • Business Rules • Brainstorming Analysis • Focus Groups • Decision Analysis • Survey/Questionnaire • Document Analysis • Interviews • Interface Analysis • Requirements • Functional Workshops Decomposition
  • 41. Sample Tools and Techniques – Modeling – Validation • Scope Models • Criteria Definition • Process Models • Metrics and Key • Data Models Performance • Technical Models Indicators • Structured Walkthrough
  • 42. BA Activities and the Project Management Lifecycle Cited from the BABOK® Guide v 2
  • 43. Summary – Role of the successful BA? • Liaison among stakeholders • Enables the organization to achieve goals • Identifies and supports transformational change • Necessary knowledge, skills and experience • Understanding of how to best apply commonly used tools and techniques
  • 44. Thank You! Paul Franz, CBAP ® Angie Musa, CBAP ® franz@nystec.com musa@nystec.com
  • 45. Business Analyst and Project Management roles: how they interact and interrelate Kathleen Barret President International Institute of Business Analysis
  • 46. The Project Manager / Business Analyst Partnership December 15, 2009
  • 47. 54 Learning Objectives – Gain a better understanding of the roles of the PM and BA. • The strengths of each role – measures of success & critical success factors • How the roles complement one another – Discuss best practices and challenges with the PM/BA partnership
  • 48. 55 In the Beginning... There was chaos...
  • 49. 56 In the Beginning... A lot of work was being done... But it was not always productive
  • 50. A Little Later On… Organizations invested in Project Management practices Plan Build Test Implement “Typical” Project Life Cycle
  • 51. 58 Project Management Practices – Planning Skills – Project Team Management – Issue & Risk Management – Cost Control – Stakeholder Management – Contingency Planning – Decision Analysis
  • 52. But something was still missing Plan Build Test Implement The Solution did not solve the problem
  • 53. But something was still missing The Missing Plan Build Test Implement PIECES! The Big Definition Picture of need
  • 54. But something was still missing The Missing Plan Build Test Implement PIECES! Enter the Business The Big Definition Analyst... Picture of need
  • 55. The Picture is Complete Describe Define Plan Build Test Implement Business Analysis Project Management
  • 56. 63 PM / BA Knowledge Areas PM Knowledge Areas BA Knowledge Areas • Project Integration Management • Enterprise Analysis • Project Scope Management • Business Analysis Planning & • Project Time Management Monitoring • Project Cost Management • Requirements Management & Communications • Project Quality Management • Project Human Resources Mngmt + • Elicitation • Requirements Analysis • Project Communications Management • Solutions Assessment & • Project Risk Management Validation • Project Procurement Mngmt = Success
  • 57. 64 Business Analysis Practices – Critical Thinking – Investigative Skills – Stakeholder Perspective – Modeling – Communications skills – Facilitation and Negotiation – Influence without authority
  • 58. 65 Two Roles – One Goal The person Project Manager The person insuring accountable for Business Analyst the delivery of the delivering a project right solution
  • 59. 66 Key Accountabilities Project Manager Business Analyst Project Approach, Requirements Approach, PLAN Process & Deliverables Process & Deliverables •Stakeholder Expectation • Stakeholder Expectation •Issues & Risks MANAGE • Issues/Risks •Project team • Requirements team • Project Scope • Product Scope • Project Schedule CONTROL • Requirements Schedule • Project Cost • Requirements Change Project DELIVER A business solution
  • 60. 67 Measures of Success - PM Project delivered: – On Time – Within Budget Time – Within the agreed-to Project scope Scope Cost
  • 61. 68 Measures of Success - BA d: – Approved SCOPE requirements REQUIREMENTS – Functionality & USABILITY operability BUSINESS In the context of the VALUE business’ mission & strategy
  • 62. 69 An Analogy Project Manager Business Analyst
  • 63. Working together for Success – Leverage each other’s strengths – Recognize the ‘healthy tension’ – Clearly communicate the partnership • To the team • To the stakeholders
  • 64. For More Information About IIBA – Kathleen Barret Kathleen.barret@theiiba.org www.theiiba.org Chapter.Secretary@albanyny.theiiba.org About Keane – David Nagy David.nagy@Keane.com www.keane.com
  • 65. Concluding Thoughts