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Business Analysis events 25th May

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  • Talking about re-inv, BA (1) Focus why role changing (2) new skills I think are needed to be a good BA based on my own experience (3) challenges faced in developing skills
  • I think this quote from colin thompson sums up challenges faced by the IT profession drivers are: outsourcing: given many firms rely on third parties to deliver technical solutions, the internal BA now needs to focus ensuring the business outcomes are achived as a result of using the technical solution rather than ensuring the technical solution is correct. IT projects: realisation that technology itself is not enough for enduring value. What does this mean for the BA role? recap on what the role is.....next slide...
  • CHALLENGES TO BE A BUSINESS TRANSFORMATION PARTNER look at 3 main areas: (1) Project Design (getting the project set-up correctly) (2) Business change (ensuring an change is embedded in organisation) (3) emotional intellience (not normally considered), but arguable a key skill that underpins the a successful engagement with business and suppliers.
  • I’m sure you’ll agree No two projects are the same: each project has the costs of errors curve equally applies to organisation and people are often at the bottom of software dev costs. experience of projects where stronger leadership cuts through all the issues
  • BC operates at many levels:- hihest level (aguable most difficult) is culture tools
  • EI: explain as relationship building, establishing trust, .... aka soft skills, interpersonal skills etc EI is important because a strong relationship is needed to: - overcome IT perception/sale as a "fix all" - previous technical orientation - IT stereotype
  • note BA: limitations
  • Transcript

    • 1. Business Analysis events 25 th May & 19 th June 2006
    • 2. Paul Turner
    • 3. Competencies – the Demand side Employers and Jobs
    • 4. Competencies – the Demand side Employers and Jobs Qualifications – the Supply side Employees and Training Providers
    • 5. Competencies – the Demand side Employers and Jobs Qualifications – the Supply side Employees and Training Providers
    • 6. Competencies – the Demand side Employers and Jobs Qualifications – the Supply side Employees and Training Providers Standard definitions and approaches Employers, Jobs, Employees and Training Providers
    • 7. Debbie Paul Assist Knowledge Development www.assistkd.com Joint editor of Business Analysis
    • 8. Our aim:
      • Best practice techniques
      • Pragmatic advice
      • Additional references
      To support professionalism in Business Analysis by providing:
    • 9. IT Improvement Process Improvement Business Improvement Scope Maturity The development of Business Analysis
    • 10. Competencies of a Business Analyst Business knowledge Behavioural skills and Personal qualities Techniques Range of competencies
    • 11. Key techniques IT Improvement Process Improvement Business Improvement Strategy Analysis Systems Thinking Value chain Analysis Process Modelling Requirements Engineering Systems Modelling
    • 12. Business Case COMPETENCIES Implementing Change Managing the Information Resource IT Improvement Process Improvement Business Improvement Enabling business change
    • 13. Business Analysis - a key discipline
      • Defined standards
      • Greater scope and authority
      • Increasing professionalism
    • 14. Debbie Paul Assist Knowledge Development Joint editor of Business Analysis
    • 15. Competencies – the Demand side Employers and Jobs
    • 16. SFIAplus V3.0 - snapshot 6 5 Stakeholder relationship management Relationship management 6 5 Benefits management 6 5 Organisation design and implementation 6 5 Change implementation management 6 5 4 Business process testing 7 6 5 4 Project management 7 6 Programme management 6 5 4 3 Business analysis Business change management
    • 17. Business Analyst Role: Medium 5 Benefits Management High 4 Business Process Testing Medium 4 Data Analysis High 5 Business Analysis High 3 Compliance Audit High 5 Stakeholder Relationship Management Medium 3 Organisation Design & Implementation Medium 5 Methods and Tools Medium 6 Change Implementation, Planning & Management High 5 Business Process Improvement Low 5 Technical Specialism High 6 Consultancy Weighting Level Skill
    • 18. Competencies – the Demand side Employers and Jobs Qualifications – the Supply side Employees and Training Providers Standard definitions and approaches Employers, Jobs, Employees and Training Providers
    • 19. Re-inventing Business Analysis: New skills? Craig Rollason
    • 20. Industry 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
    • 21. Re-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 business transformation partner?
    • 22. Project 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
    • 23. Change Management IT CHANGE OUTCOMES & BENEFITS Past & current IT CHANGE BUSINESS CHANGE OUTCOMES & BENEFITS Current? & future
    • 24. Understanding Business Change 1. Culture 2. Desire 3. Capability 4. Process 5. Tools Five Change Levels New IT System New CEO Six Sigma Recruit Graduates
    • 25. 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)
    • 26. EI & IQ working together Low High High Emotional Intelligence Hearts Minds Hearts & Minds Logically right. Good strategy “ Traditional position for IT projects” Formula for transformation Inspired. “ people are Joined up” Mental Intelligence
    • 27. Challenges BA’s will face
      • Role clarity “What sort of BA?”
      • Salary aligned to responsibilities
      • Re-assess education & skills
      • Overcoming IT stereotypes
    • 28. Summary
      • 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
    • 29. Thank You Re-inventing Business Analysis Craig Rollason [email_address]
    • 30. Agile Business Analysis Dot Tudor TCC Training and Consultancy ISEB Business Analysis, PRINCE2, DSDM,
    • 31. 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
    • 32. What do we mean by Agile … ? Manifesto for Agile Software Development Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org
    • 33. 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
    • 34. 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)
    • 35. Detailed 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
      • ------------
    • 36. Agile Approach … Not the detailed Functional Spec… Prioritised, High-level Requirements R1 ……… M R2 ……… M R3 ……… S R4………. S R5 ……… M R6 ……… M R7 ……… S R8 ……… S R9 ……… S ………… . ……… .. ……… R76 ………C R77 …… C ……… .. R80 ……… S De Funct. Spec requirements churn not a crisis
    • 37. Prioritisation M ust have O S hould have C ould have O W on’t have this time M S C W requirements churn not a crisis M
    • 38. 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!
    • 39. Agile, DSDM Teams
      • self-directed
      • small (no more than six)
      • composed of users and developers
      • with equal responsibility
      • Business and IT in PARTNERSHIP
      close collaboration self-organizing teams face-to-face communication underpinned by a team success approach and a “no blame” culture
    • 40. Facilitated Workshops A team-based information gathering and decision making technique
      • interactive communication
      • empowered personnel
      • independent facilitator
      close collaboration face-to-face communication OBJECTIVES:
      • Boundaries
      • Decision
      • Commitment
      • Approval
    • 41. Delivery Deadline A Cunning, Timeboxed Plan! Timebox Timebox Timebox Timebox Foundations and Shell Internal Services Bathroom & Kitchen Living Rooms and Bedrooms frequent delivery requirements churn not a crisis M M M S C M M M S C M S C C S Prioritised, High-level Requirements R1 ……… M R2 ……… M R3 ……… S M M S C M DSDM Feasibility Study Business Study
    • 42. Jan Feb Mar Apr May Small but complete deliveries Iterative and incremental The BIG delivery investigate refine consolidate
    • 43. Modelling Perspectives Locations and Network Links WHERE WHY WHO WHEN WHAT HOW Rationale, ends and means People and Tasks Events, time and scheduling Data and Relationships Processes and Inputs/Outputs
    • 44. Why DSDM?
      • An agile business analyst’s “charter”
      • Recognises the importance of analysis and modelling, where other agile approaches do not specify this.
    • 45. DSDM Overview DSDM Guidance Quality and Testing Configuration Management Planning Risk White Papers Teams Roles and Responsibilities Guidance on team working 9 Principles Business Focus People, process, technology Techniques Facilitated Workshops Prototyping Modelling Timeboxing Philosophy 80/20 MoSCoW (M ust , S hould , C ould , W ont Have ) Prototype Life-cycle (Framework) Phases Products objectives
    • 46. 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
    • 47. 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
    • 48. Agile Business Analysis Dot Tudor TCC Training and Consultancy ISEB Business Analysis, PRINCE2, DSDM,
    • 49. Competencies – the Demand side Employers and Jobs Qualifications – the Supply side Employees and Training Providers Standard definitions and approaches Employers, Jobs, Employees and Training Providers
    • 50.  
    • 51. ISEB Qualifications in the area of Business Analysis and Business Change
      • Foundation Level:
        • Foundation Certificate in IT-enabled Business Change NEW
      • Individual Practitioner Level Certificates:
        • Business Analysis Essentials
        • Requirements Engineering
        • Organisational Context (formerly Business Organisation)
        • Modelling Business Processes
        • Systems Development Essentials
        • Systems Modelling Techniques
        • Benefits Management and Business Acceptance Under
        • development
      • Higher Level:
        • The Diploma in Business Analysis
    • 52. 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