Measuring the performance of business analysts

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Why and how measure the performance of business analysts

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Measuring the performance of business analysts

  1. 1. MEASURING THE PERFORMANCE OF BUSINESS ANALYSTS Adriana Beal Beal Projects - http://bealprojects.com
  2. 2. Adapted from the original presentation made at the WI BADD 2010, to work without narration.
  3. 3. Why measure the performance of business analysts? bealprojects.com 3
  4. 4. Traditional view of individual performance measurement Source: When the uncountable counts: An alternative to monitoring employee performance by K. W. Platts, M. Sobotka Jul 15, 2010. Prod. #: BH392-PDF-ENG bealprojects.com 4
  5. 5. Common complaints  tunnel employee vision  reduce urge to experiment  cause sub-optimization  lead to gaming, creative accounting, and fraud bealprojects.com 5
  6. 6. Alternative viewpoint Study developed in one of the largest suppliers of electricity and natural gas in Germany: “A formalized individual performance measurement system may not be required to achieve high performance standards.” (K. W. Platts, M. Sobotka - When the uncountable counts: An alternative to monitoring employee performance) bealprojects.com 6
  7. 7. Other means to achieve high performance  Inspiring leadership  Positive working environment Encouragement to experiment and suggest new solutions for business problems. (K. W. Platts, M. Sobotka - When the uncountable counts: An alternative to monitoring employee performance) bealprojects.com 7
  8. 8. Easier when your problems are of a of a very straightforward nature... E.g., “reduce network outage by replacing components that started to fail with unexpected regularity.” Intrinsic motivation, clear responsibilities, and striking agreement about what needs to change removes the need of measuring performance at the individual level. bealprojects.com 8
  9. 9. ... much harder when looking at more complex problems “Reasons why projects fail” bealprojects.com 9
  10. 10. Many potential causes... bealprojects.com 10
  11. 11. Why measure To go from “we have a problem” to “there is a performance problem, and out of 15 potential causes, here are the 3 that we need to attack first.” bealprojects.com 11
  12. 12. Alternative viewpoint (Adriana Beal, Oct 2010) Partial agreement with Plats and Sobotka:  No need to measure individual performance to control or motivate behavior.  There are better ways to motivate people to achieve high performance. bealprojects.com 12
  13. 13. Alternative viewpoint (Adriana Beal, Oct 2010) However, there is a much better reason to measure individual performance... bealprojects.com 13
  14. 14. Why measure? To increase understanding of what affects business analysis processes and results, to identify areas where action is needed, or there is opportunity to scale successes, and to make the right decisions about where to invest time and resources. bealprojects.com 14
  15. 15. What NOT to measure What can't be used for learning and improving performance What can't be expressed in numbers and units of measure, or require subjective criteria What you could learn using a more economical measurement bealprojects.com 15
  16. 16. What NOT to measure What can't be used for learning and improving performance “Total number of requirements (e.g., a size metric)” Things that you could learn using a more economical measurement Source:“Measurably improving you requirements” modernanalyst.com: http://tiny.cc/0lyp3 bealprojects.com 16
  17. 17. What NOT to measure What requires subjective criteria Things that you could learn using “Requirement stability (i.e., what is a more economical measurement the probability of the requirement changing?)” Source:“Measurably improving you requirements” modernanalyst.com: http://tiny.cc/0lyp3 bealprojects.com 17
  18. 18. What NOT to measure “% of customers satisfied with our software as a service tool” - by monthly phone survey Things that you could learn using a more economical measurement bealprojects.com 18
  19. 19. What NOT to measure “% of customers satisfied with our software as a service tool” - by monthly phone survey Things that you could learn using a more economical measurement conversion rate subscription after trial period renewal rate bealprojects.com (Already available in your billing system) 19
  20. 20. What to measure A good indicator helps you understand where you are, which way you are going, and how far you are from where you want to be. bealprojects.com 20
  21. 21. What to measure Goal Question Measure bealprojects.com 21
  22. 22. What to measure Goals & questions may be about... Efficiency Goal Effectiveness Question Impact Measure Best practices bealprojects.com 22
  23. 23. Is our work being done on time and with high quality? Efficiency Effectiveness Requirements cycle Defects in requirements length artifacts Waste Best practices Adherence to change Improvement on on- management time delivery standards & procedures bealprojects.com 23
  24. 24. Are we succeeding in delighting our internal/external customers? Impact  Positive feedback from customers  Requests for change attributable to the BA work Quality problems in implemented solution attributable to the BA work Progress made in actual delivery date versus requested and promised date bealprojects.com 24
  25. 25. Creating meaningful performance measurement systems Comprehensive view: inputs, processing steps, outputs Multiple perspectives: individual, process, department, organization Few KPIs (3-5) Lagging and leading indicators (no more than 7-10 measures in total) bealprojects.com 25
  26. 26. A hierarchy of objectives and KPIs Ensure 100% regulatory compliance IT Implement regulatory BA compliance reqs on time Deliver acceptable regulatory bealprojects.com compliance reqs on time 26
  27. 27. M Measuring for the wrong reasons  “keep score” Creativity and  punish people progress  micro-manage inhibitors!  find something wrong with the work done bealprojects.com 27
  28. 28. “The consequences of a failed performance should be personal development, new perspectives, improved judgment, skill enhancement, and all-around learning.” (Samuel A. Culbert in: GET RID OF THE PERFORMANCE REVIEW!) bealprojects.com 28
  29. 29. Learning from measurement Source: Daniel Powell (Requirements Evaluation Using Behavior Trees - Findings from Industry) Adapted from Tim Olson (Measurement Driven Project Management, 2004 CMMI Conference)bealprojects.com 29
  30. 30. Finding the “bright spots” Defects 17 8 2 .5 per 100 reqs bealprojects.com 30
  31. 31. Finding the “bright spots” By investigating the strategies of your top performers, you could discover, for example, that the most successful BAs are spending time creating glossaries and data models for their projects, while the average BA is simply describing software behavior. Identify and promote the winning strategies to the rest of your team. bealprojects.com 31
  32. 32. What really matters for high performance... (According to 4 decades of research) bealprojects.com 32
  33. 33. What really matters for high performance...  Interesting and meaningful work  Autonomy  Personal growth  Clear and reasonable expectations  Consistent & fair evaluation  Frequent and usable feedback bealprojects.com 33
  34. 34. A well-designed performance measurement system can support every element of high performance, helping:  establish clear and reasonable expectations about our performance,  identify opportunities for personal development,  facilitate consistent and fair evaluation of the work done, and  make our work more interesting and meaningful by making our contributions more visible. bealprojects.com 34
  35. 35. You know that a performance measurement system is working... ... when you see performance data serving as the basis for frequent discussions about performance levels and trends, and BAs starting to develop their own strategies to deal with performance issues. bealprojects.com 35
  36. 36. Measuring the Performance of Business Analysts WI BADD 2010 For additional resources please visit http://bealprojects.com Adriana Beal adriana@bealprojects.com bealprojects.com 36

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