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(Microsoft PowerPoint - Business_Analysts ...
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(Microsoft PowerPoint - Business_Analysts ...
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  • 1. Business Analysts—Enabling Healthcare Organizations and Projects September 24, 2009
  • 2. Agenda • Introduction • Who, What, and Where of Business Analysis • International Institute of Business Analysis (IIBA) and the Business Analysis Body of Knowledge (BABOK) • Business Analysis Techniques • Methodologies • Achieving Transformation • Value of a Business Analyst • Q&A Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 2
  • 3. What, Who, and Where of Business Analysis Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 3
  • 4. What is Business Analysis? As defined by the IIBA, business analysis is the set of tasks and techniques used to work as a liaison among stakeholders to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to achieve its goals. • Solutions • Systems development • Process improvement • Organizational change Ref: A Guide to the Business Analysis Body of Knowledge (BABOK Guide). 2nd ed. Toronto: International Institute of Business Analysis, 2009. Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 4
  • 5. On What is the Business Analysis Profession Based? IIBA Business Analyst Body of Knowledge (BABOK) • Globally recognized standard for the practice of business analysis • Describes business analysis areas of knowledge, associated activities and tasks, and skills necessary to be effective in execution • Defines the profession of business analysis • Baseline on which practitioners can agree Ref: A Guide to the Business Analysis Body of Knowledge (BABOK Guide). 2nd ed. Toronto: International Institute of Business Analysis, 2009. Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 5
  • 6. Who is the Business Analyst? Works as a liaison among stakeholders • To do what? • For change to: – Elicit – Business processes – Analyze – Policies – Communicate – Information systems – Validate requirements The business analyst understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals. Ref: A Guide to the Business Analysis Body of Knowledge (BABOK Guide). 2nd ed. Toronto: International Institute of Business Analysis, 2009. Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 6
  • 7. Where Do We Fit? Hospital Stakeholders SME Panel Project Director Project Manager Training Technical QA Business Technical Specialist Architect Specialist Analyst Support Multiple Titles • Business Analyst • Business Systems Analyst • Systems Analyst • Requirements Analyst • Requirements Engineer • Analyst • May perform many related functions Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 7
  • 8. IIBA and the Business Analysis Body of Knowledge Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 8
  • 9. What Do Business Analysts Do? IIBA BABOK Business Analysis Planning • Plan business analysis approach and Monitoring • Conduct stakeholder analysis • Plan business analysis activities • Plan business analysis communication • Plan requirements management process • Manage business analysis performance Elicitation • Prepare for elicitation • Conduct elicitation activity • Document elicitation results • Confirm elicitation results Ref: A Guide to the Business Analysis Body of Knowledge (BABOK Guide). 2nd ed. Toronto: International Institute of Business Analysis, 2009. Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 9
  • 10. What Do Business Analysts Do? IIBA BABOK Requirements Management • Manage solution scope and requirements and Communication • Manage requirements traceability • Maintain requirements for re-use • Prepare requirements package • Communicate requirements Enterprise Analysis • Define business need • Assess capability gaps • Determine solution approach • Define solution scope • Define business case Ref: A Guide to the Business Analysis Body of Knowledge (BABOK Guide). 2nd ed. Toronto: International Institute of Business Analysis, 2009. Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 10
  • 11. What Do Business Analysts Do? IIBA BABOK Requirements Analysis • Prioritize requirements • Organize requirements • Specify and model requirements • Define assumptions and constraints • Verify requirements • Validate requirements Solution Assessment and Validation • Assess proposed solution • Allocate requirements • Assess organizational readiness • Define transition requirements • Validate solution • Evaluate solution performance Underlying Competencies • Analytical thinking and problem solving • Behavioural characteristics • Business Knowledge • Communication/Interaction skills • Software applications Ref: A Guide to the Business Analysis Body of Knowledge (BABOK Guide). 2nd ed. Toronto: International Institute of Business Analysis, 2009. Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 11
  • 12. Business Analysis Techniques Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 12
  • 13. Business Analysis Techniques • Acceptance and evaluation criteria definition • Observation • Benchmarking • Organization modeling • Brainstorming • Problem tracking • Business rules analysis • Process modeling • Data dictionary and glossary • Prototyping • Data flow diagrams • Requirements workshops • Data modeling • Risk analysis • Decision analysis • Root cause analysis • Document analysis • Scenarios and use cases • Estimation • Scope modeling • Focus groups • Sequence diagrams • Functional decomposition • State diagrams • Interface analysis • Structured walkthrough • Interviews • Survey/questionnaire • Lessons learned process • SWOT analysis • Metrics and key performance indicators • User stories • Non-functional requirements analysis • Vendor assessment Ref: A Guide to the Business Analysis Body of Knowledge (BABOK Guide). 2nd ed. Toronto: International Institute of Business Analysis, 2009. Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 13
  • 14. Methodologies Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 14
  • 15. The Use of Methodologies • Support the BABOK knowledge areas • Serve as a repeatable and scalable framework for projects and initiatives • Gives common language and tools to project members • Provides discipline and rigor • Flexible enough to allow customization to specific situations • Should be constantly refreshed, updated, and enhanced with lessons learned from each experience to create a central knowledge base from which a formal methodology can grow • Emphasize knowledge transfer between team members and stakeholders • Promote sustainability when project work is complete • Require ongoing evaluation and education/training for consultants and team members Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 15
  • 16. How Does Methodology Support Transformation? Organizations can advance healthcare transformation by integrating core business enablers into the transformation cycle. Strategy that drives transformation by creating synergy among existing people, process, and technologies Execution of repeatable methodologies to manage the discovery and converge phases (ADOPTS) Assess results, optimize outcomes, and ensure sustainability using analytics and informatics (SCORE) Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 16
  • 17. Business Analysis in Relation to Other Methodologies A methodology is a formalized and repeatable business analysis approach. 1 2 3 4 5 P3MM Initiation and Execution Shutdown Planning Sigma Six Define Measure Analyze Implement Control Development Lifecycle Systems Planning Require- Prototype Develop- Implementation Operation and and ments and Testing ment and Deployment Support Initiation Analysis Design ADOPTS Method Assess Design Optimize Prepare Transform Sustain (Plan and Prepare) (Design) (Build) (Test and Train) (Go-Live) (Post Go-Live) Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 17
  • 18. Achieving Transformation Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 18
  • 19. Achieving Transformation Our Perspective: By combining the right people, processes, and technology, an organization can achieve a successful, value-driven approach to enable the effective use of technology and management of organizational change and technology implementations. Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 19
  • 20. Example of a Healthcare Transformation Methodology—ADOPTS ADOPTS encompasses major activities and key work products that guide the organization through your healthcare transformation effort. Define the environment and enterprise clinical and business needs in response to a problem or change Design the ideal solution and determine how the market or clinical environment can support the clinical and business needs of the enterprise Ensure the effective solution design and change strategy that can best meet clinical and business needs Position the organization for the successful deployment of the solution as demonstrated by benefits realization Initiate the change that enables the realization of benefits Establish and anchor the change that enables the ongoing realization of benefits Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 20
  • 21. Major Activities are Integrated Across ADOPTS Phases to Drive Successful Outcomes Domain ssess esign ptimize repare ransform ustain • Assess current • Develop and validate • Pilot governance and • Develop and communicate • Assess effectiveness of • Hand off to client Governance governance structure revised governance leadership tools to test governance and governance and • Ongoing QA and • Assess current structure effectiveness and modify, leadership changes leadership changes leadership/decision- • Compile tools for effective as needed • Implement improvements Leadership making governance • Identify and define risks • Perform FMEA on select • Utilize simulation modeling • Validate future state  Assist with future state • Assist in optimizing with current state current state processes • Perform gap analysis, processes and content process training processes and content Process processes • Create and optimize future focusing on risk mitigation strategy  Identify go-live barriers standards based on end- user feedback Redesign • Create high-level current state processes, and content • Incorporate future state state process maps leveraging the technology standardization processes and content platform into end-user training • Review organization • Initiate change • Identify change agents • Train change agents • Provide go-live support • Review training change readiness management plan • Develop “day in the life • Perform go-live readiness • Provide change support effectiveness Change • Review organization • Facilitate future state of…” scenarios assessment communication • Develop ongoing training history of change planning and gap analysis plan Management • Develop communication • Address policy and procedure gaps • Plan for go-live • Facilitate issues resolution • Document lessons learned • Align P& P changes with strategy training • Initiate environmental • Develop clinician • Evaluate technical • Deliver core competency • Provide go-live support • Deliver value analysis governance readiness training • Implement post-go-live management support Clinician • Perform clinician needs • Identify clinician value • Validate clinical • Provide pre-go-live support • Facilitate change Participation assessment management knowledge-based content support management support • Create standard CKBC • Initiate solution training and Adoption • Support care process redesign • Assess current • Establish indicator • Establish • Develop data collection • Implement revised • Conduct ongoing program measurement programs selection criteria and targets/thresholds and management workflows management Benefits requirements strategies • Assign resources and • Develop data collection, • Integrate quality and Realization ownership • Collect pre-go-live data • Implement educational reporting, variance benefits program programs tracking processes initiatives • Conduct infrastructure • Determine infrastructure, • Perform system build • Develop test approach, • Deploy go-live planning • Resolve go-live Issues capacity planning facilities, data conversion, • Develop interfaces test plans, test scripts • Initiate command center • Transition to support • Perform site walkthrough system, and interface • Conduct unit, system, • Perform data conversion • Begin conversion plan • Finalize lessons learned and technology review requirements integrated, performance, Technology • Produce project workplan • Acquire hardware/ • Conduct end-user device stress tests • Confirm build in production • Transition system walkthroughs • Deploy end-user devices monitoring software upgrades • Implement training plans, materials, curriculum, schedules Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 21
  • 22. Examples of Business Analysis Activities and Deliverables Business Requirements Solutions Analysis Enterprise Requirements Elicitation Management and Assessment and Planning and Analysis Analysis Communication Validation Monitoring • Improved • Documentation • Stakeholder • Strategic planning • Documentation • Support QA process templates/tools review workshop using competitive review of current • Lessons learned • Manage hospital • Collection of • Project team setup analysis healthcare systems • Business requirements requirements • Governance • Current state used opportunity related to through process assessment • Interface analysis of proposals project work requirements • Hospital testing • Organizational healthcare system • Provide support gathering sessions scripts analysis (i.e., wait time for all project • Review of data • Development • Business scenarios system, portal) activities assessments of walkthrough of • Environmental scan • Documentation of current requirements • Governance model standards state/systems • Communicate user • Feasibility study • Identify gaps of • Ability statements requirements to current state and to • Business plan development team be state • Risk assessment • Data dictionary • Facility/site model for hospitals • Daily hospital plan (to-do) • Hospital status reports against project activities • Requirements package • Use cases, wireframe diagrams, storyboards, and UML diagrams Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 22
  • 23. Using ADOPTS—Process Redesign Example DELIVERABLES Domain ssess esign ptimize repare ransform ustain • Vision and scope • Governance structure • Decision making process • Leadership check list • Leadership prepared for go- • Project to management established implemented and function of Steering completed live responsibilities transition completed Governance • Status of existing • Governance org charts Committee monitored • Go live date confirmed • Decision making process for • On-going quality assurance and governance and leadership completed • Go live plan signed off go live completed provided • Executive summary • Finalize project charters • Go-live initiated • Lessons learned Leadership • Guiding principles • Executive dashboard report • Decision making matrix • Current state (CS) Visios • Future state (FS) Visios • FS workflows modeled and • FS workflow walk throughs • FS process workflow • Plan for ongoing • Risk assessment and • Risk mitigation plan simulated for identified completed distributed to go live areas optimization of processes mitigation plan areas • Process changes with and content standards • Develop policies, Process • List of regulatory procedures, and job • Human resources training and testing established Redesign requirements descriptions requirements identified and incorporated into new Visios as needed • Process redesign executive summary report • List of reporting • Process tracking complete • Day in Life scenarios requirements completed and delivered • Policy and procedures signed off • Culture and change • Communications plan • Role based documents • Patient and family • Go live communications • Communication and readiness survey completed • Stakeholder plan • Communication posters communications prepared • Super users provide go live stakeholder plan incorporated into Business Change • Readiness executive report • Knowledge transfer • Knowledge transfer • Super user training complete support as Usual (BAU) • Knowledge transfer initiated • Knowledge transfer Management • Go live readiness • Knowledge transfer • Physician/clinician adoption • Creation of clinical • Clinical based content • Clinician training complete • Go-live support for • Clinician governance plan strategy assessment and knowledge based content completed and signed off physicians provided Clinician analysis • Physician Advisory Group • Physician training materials • Physician utilization report Participation initiated (PAG) and Adoption • Clinical, financial, and • Final panel of clinical • Indicator measurement and • Baseline benefits measures • Data collection, reporting, • Quarterly/monthly benefits operations business and Indicators definitions established delivered variance tracking processes reports Benefits benefit opportunities • Baseline performance data • Value propositions for all implemented • Conduct ongoing benefit identified indicators • Dashboard program management, and Realization • Assigned resources and ownership • Benefits optimization transition to business as strategies completed usual (BAU) • Status of existing • Downtime procedures • System build complete • Unit, system, integrated, • Go-live support, workflow, • Ongoing training follow – up infrastructure designed • Data conversion plan stress testing completed software and technology established • Technical project plan • Detailed system design and • End user training training complete • Clinical and technical go- • Device deployment plan Technology interface specifications • Conversion plan • Go-live staffing schedules live issues resolved • Gap analysis for technology validated • Upgrade strategy plan • Go-live plan • List of go live issues Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 23
  • 24. Value of a Business Analyst Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 24
  • 25. The Ultimate Measure = Value At the heart of any healthcare transformation initiative is how value is driven in the support of people, process, and technology issues through effective change, implementation, and alignment management. • Value – Improve clinical outcomes – Improve quality and safety – Improve efficiency, productivity, and effectiveness – Integrate care – Improve access to information – Migrate information to knowledge, then wisdom – Provide cost savings – Improve compliance – Ensure business and cultural change – Anchor and sustain change – Improve patient and clinician satisfaction Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 25
  • 26. The Value of a Business Analyst • Superior attention to detail • Documentation of business plans, process, and flow • Thorough analysis of current state and end state • Ability to ask tough questions • Integrated within the team where there is access to multiple roles for knowledge and guidance • Assist in improving client satisfaction for project output • Assist in change within a team, organization • Provide knowledge transfer • Understands full prospective of current state from detailed environmental scan • Assist people, process and technology using proven methodologies and techniques • Provide common understanding of business requirements Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 26
  • 27. Examples of ADOPTS Benefits Realization Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 27
  • 28. Q&A Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved. 28
  • 29. Thank you Contact Information: Alicia Corey, CBAP Healthcare Consulting Group (781) 366-3780 Alicia.Corey@ps.net Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2009 Perot Systems. All Rights Reserved.

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