IIBA Rochester NY Chapter Kickoff - Jan 2009
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  • Kathleen Barret is the first and current President of the International Institute of Business Analysis, a professional association for Business Analysts. To support her passion for business analysis, Kathleen works at BMO Financial Group as Program Manager for the offshore software development group. She is here today to share her perspective on the history and future direction of the business analysis profession.
  • Road in Dubai
  • Road in Germany
  • Road in Canada
  • Road in Singapore Not about documentation / capturing requirements It is about the business
  • Process- not the people Roads in Brazil
  • Road in Japan…
  • The Autobahn in Germany
  • Roads in Paris. Version 1.0, in draft form, of the candidate handbook was released in November 2005 and contains the following requirements. Many of these are still being discussed and may change. Bullet 2 – PLUS experience in 3 out of 5 underlying fundamentals Bullet 3 – Currently, there is no reduction in work experience for post secondary education Bullet 4 – Required – must be from career manager, client or a CBAP Bullet 5 – required 21 hours in the last four years directly related to business analysis or the underlying fundamentals. CDUs will be able to be collected for conferences.   1) BA World, etc., does not fall under the "EEP" category.  There is a separate category for conferences, etc. 2) Eventually (hopefully by the end of the year), conference providers (as well as other organizations such as IIBA Chapters) will be able to register their events with us, and receive a CDU code and allocated CDU value.  They will then be able to advertise the number of CDUs that participants will receive.
  • Roads in India
  • What’s in it for me – at the local level? Networking is perhaps the most valuable benefit. By networking with other BAs you will learn what other people are doing, how they are overcoming challenges and even potential solutions to your challenges – there is comfort in numbers.
  • Traffic light in rural Britain
  • Australian Grand Prix – the “Starting Line”
  • Formula 1 Pit stop Crew in Italy!
  • Speaker Notes: Although the percentage of successful projects has grown steadily, it still accounts for only 35% of all projects. That means the majority of continue to struggle. With the number of critical projects predicted to double each year, it is essential that the project manager and business analyst work together to be successful. 
  • Traffic light in rural Britain
  • The following slides contain material for the topic: The Professional Business Analyst It is essential that the BA get requirements right. For the system architect, poor requirements result in: - Disconnect between what is built and what the business needs For the project manager, inadequate requirements lead to: - Poor estimates - Time and cost management becoming virtually impossible For the business, insufficient requirements result in: - Challenged/failed projects - Business needs not met - Strategies not executed
  • Key message: one size does not fit all and it will not ever
  • Australian Grand Prix – the “Starting Line”
  • Key message: many skills and competencies required of a BA. Breadth and depth will be dependent on your organization Competency knowledge, ability, or expertise in a specific subject area or skill set Skill Something that can be demonstrated; learned technique Roles Analyst / Problem Solver Facilitator Negotiator Artist / Architect Planner Communicator Diplomat Expert / Consultant Strategist Revolutionary
  • Key message: role will continue to develop and specialize along 3 axis IT market driving formalization of BA role Cost of failure very high Relatively new role – least mature – other industries / functions have been getting by without formalizing the role Other clearly defined roles within IT – PM, Dev, Tester, architect… Reason why BA BOK had an IT focus – huge need from IT industry Reason why BAs from IT becoming certified before BAs from other areas Rest of marketplace is specialist – e.g., product manager, process engineer, marketing, facilitator Current BOK, because limited focus, does not address the needs of hybrid role – one which combines knowledge from a variety of roles Future BOK will become more robust at the generalist level but also begin to develop / describe areas of specialization
  • Key message: challenge to leap from tactical to strategic
  • The BA manages business benefits by: Preparing project business case to invest in the most valuable projects Ensuring that the business case remains viable and continued investment in the project is still warranted during the project Measuring business benefits based on new solution - Actual benefits that are achieved vs. benefits promised in the business case
  • Need for BAs = f(maturity, size, diversity)
  • Support the IIBA supporting you – the BA
  • Kathleen Barret is the first and current President of the International Institute of Business Analysis, a professional association for Business Analysts. To support her passion for business analysis, Kathleen works at BMO Financial Group as Program Manager for the offshore software development group. She is here today to share her perspective on the history and future direction of the business analysis profession.
  • October 8, 2011 © International Institute of Business Analysis
  • October 8, 2011 © International Institute of Business Analysis
  • October 8, 2011 © International Institute of Business Analysis
  • October 8, 2011 © International Institute of Business Analysis
  • October 8, 2011 © International Institute of Business Analysis
  • October 8, 2011 © International Institute of Business Analysis Volunteer Opportunities Nominating Committee (1 Chair, 2 members) Volunteers Committee (1 Chair, 2 members) Sponsorship Committee (1 Chair, 4 members) Programs Committee (1 Chair, 6 members) Membership Committee (1 Chair, 2 members) Communications Committee (1 Chair, 2 members) Marketing Committee (1 Chair, 2 members) Certification Committee (1 Chair, 4 members) Education Committee (1 Chair, 2 members) Website Committee (1 Chair, 2 members)
  • October 8, 2011 © International Institute of Business Analysis
  • October 8, 2011 © International Institute of Business Analysis

IIBA Rochester NY Chapter Kickoff - Jan 2009 IIBA Rochester NY Chapter Kickoff - Jan 2009 Presentation Transcript

  • International Institute of Business Analysis Chapter Kick-off The Journey to Professional Excellence Greater Rochester, NY January 2009
  • Agenda
    • Overview of IIBA
      • Journey
      • Future Direction
    • What is Business Analysis?
    • IIBA Goals
      • The Business Analysis Body of Knowledge
      • Business Analysis Certification
      • Networking
    • Value of Membership
    www.theiiba.org
  • International Institute of Business Analysis TM www.theiiba.org Develop and maintain standards for the practice of business analysis and for the certification of its practitioners IIBA is an international not-for-profit professional association for business analysis professionals. Vision The world's leading association for Business Analysis professionals Mission
  • IIBA Strategic Goals www.theiiba.org
  • IIBA Journey – Key Milestones
    • Inaugural meeting – October 2003
    • Official Founding / 1 st AGM – March 2004 (in Toronto)
    • Version 1.4 BABOK ® – October 2005
    • 3 rd AGM / Version 1.6 BABOK ® – July 2006
    • Incorporation – May 2006 (Canada)
    • 1 st CBAP ® exam – November 2006
    • CBT version of CBAP ® exam – September 2008
    www.theiiba.org
  • IIBA™ Journey – Growth www.theiiba.org What have we done & where are we going? March 2004 March 2005 Dec 2005 July 2006 Oct 2008 Dec 2008 Members 37 181 1091 2300 7437 8000 Chapters 1 21 42 66 (70) 81 Countries 2 3 18 36 56 60 What have we done & where are we going? Jan 2007 Mar 2007 Apr 2007 Dec 2007 Oct 2008 Dec 2008 Forecast CBAP’s 16 19 37 230 458 700
  • What is Business Analysis?
    • Business Analysis is about understanding:
      • How an organization works?
      • Why the organization exists?
      • What are its goals and objectives?
      • How does it accomplish those objectives?
      • How does it need to change to better accomplish those objectives or to meet new challenges?
    • It is about defining the scope of solutions
    www.theiiba.org
  • Business Analysis Body of Knowledge ® www.theiiba.org Identifies currently accepted practices Recognizes business analysis is not synonymous with software requirements Defined & enhanced by the professionals who apply it Captures the sum of the knowledge required for the practice of business analysis as a profession
  • The Business Analysis Body of Knowledge ® www.theiiba.org KNOWLEDGE AREAS PURPOSE Business Analysis Planning & Monitoring Determine what we need to do Enterprise Analysis Understand the business problem & scope of possible solutions Elicitation Find out what the real needs of our stakeholders are Requirements Analysis Describe the characteristics & qualities of the solution the meets the stakeholder needs Solutions Assessment & Validation Determine whether a particular solution is right for our stakeholders Requirements Management & Communications Ensure that stakeholders agree on what needs to be delivered
  • The Certification Program
    • Designation
      • Certified Business Analysis Professional (CBAP ® )
    • The IIBA Certification will
      • Recognize individuals with an advanced level of knowledge and qualifications
    • The Program
      • Certification program designed around global standards (ISO 17024)
    www.theiiba.org Note: Education Provider certifications will not be recognized as a substitute to IIBA certification
  • To Qualify for the Exam
    • Certification Entrance Criteria
    • Five years work experience in past 10 years or 7500 hours of experience
    • Experience in 4 out of 6 knowledge areas
    • High school equivalent education
    • Two references
    • 21 hours of professional development
    www.theiiba.org
  • Value of IIBA Membership www.theiiba.org
    • Recognition by a Professional Association
    • Use of membership logo
    • Membership card and certificate
    • Networking
    • Online forums
    • Chapters
    • Discounts
    • BABOK® Publications
    • CBAP ® Certifications
    • Conferences
    • Information Collaboration
    • Newsletters
    • Online Forums
    • Job Postings
    • Surveys
    • Webinars
    Contribute to the Viability & Growth of the IIBA
  • Value of Local Chapter Membership
    • Networking with other business analysis professionals
    • Mentoring opportunities
    • Informational speakers on relevant topics
    • Exposure to tools and techniques
    www.theiiba.org
  • Starting your Chapter
    • Hold a kick-off meeting to organize with at least 15 IIBA members
      • Review Petition Process to the IIBA
      • Select temporary Chairperson for the Chapter
      • Discuss Next Steps
      • Confirm level of interest
      • Exchange contact information
      • Determine next Meeting logistics
    www.theiiba.org
  • Starting your Chapter
    • Complete Chapter petition and Chapter bylaws
      • Have a minimum 15 IIBA members in good standing
      • Develop bylaws to meet provisions of IIBA bylaws (chapter 6 of chapter start-up kit)
      • Incorporate local jurisdictional rules for setting up your organization as a not-for-profit
      • Obtain a letter of assurance from a lawyer that chapter bylaws adhere to laws of jurisdiction
    • Agree and sign affiliate agreement
    • Agree and sign license agreement (in process)
    • Petition IIBA for Chapter recognition
    www.theiiba.org
  • Support for Your Chapter
  • 2009 & Beyond
    • Additional Membership Categories
      • Corporate
      • Global
    • Additional Certifications
    • New Product offerings
      • Publications
      • Advisory Services / Research
      • Mentoring
      • BA Tools and Templates
      • Special Interest Groups
      • Corporate Accreditation
    www.theiiba.org
    • Current Business Environment
    • Economic environment is collapsing
    • Adaptability and agility is the latest call to action
    • Success is the only option - no time for do-overs
    • Success requires a plan and approach that is executed flawlessly with expert skills
    Why Now?
  • Current State of IT
    • A Legacy of Complexity
      • Multiple, inflexible systems functioning together
      • Unproven technology
      • Multiple products from diverse contractors
      • Complex project teams
      • Political sensitivity
      • Outsourcing
    • Emerging Trends
      • BT Synchronization, ITSM, ITIL
      • Adaptive approaches
        • Agile development
        • Incremental delivery
      • Complexity-reducing design techniques
        • Limit interrelationships of system components
        • Solution design tools
      • New technologies
        • SOA, BPM, Web 2.0, Unified Communication, SaaS, Cloud Computing
        • RM, Auto Test Tools
  • Current State of IT Projects Source: The Standish Group Project Resolution History Nearly 2/3 of IT projects fail or are challenged 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 1994 1996 1998 2000 2004 2006 Successful Projects Failed Projects Challenged Projects
  • Root Cause: Gap in BA Capabilities
    • Ambiguous and inadequate requirements
      • Most failures attributed to deficient requirement practices
    • Inadequate focus on business strategy
      • Inability to prioritize and allocate resources based on business value
      • Inadequate business involvement
      • Questionable business alignment
      • Unclear business benefits
    Research Findings : > 41% of new development resources are consumed on unnecessary or poorly specified requirements Source : Keith Ellis, Business Analysis Benchmark Study, The Impact of Business Requirements on the Success of Technology Projects , IAG Consulting, 2008
  • What is the Risk of Not Doing BA?
    • The delivery does not meet the business need…
  • … Often with Significant Financial Impact
    • Failed state DMV projects
      • $45-67M
    • CONFIRM rental car project
      • $165M
    • Automating insurance policy processing
      • $50M
    • EuroDisney
      • $4B
    • FBI’s Virtual Case Mgt.
      • $170M
    • Denver International Airport
      • 16 mo. delay / $1.5B overrun
    • Boston’s “Big Dig” Central Artery/Tunnel Project
      • $2.6B - finished over $14.8B
    www.theiiba.org
  • Our Challenge: Close the Gap in BA Capabilities
    • Analyze business problems and opportunities
    • Develop business case for new business solutions
    • Define and manage requirements throughout the project cycle
    • Measure business benefits
  • The Business Analysis Professional
    • Performs many roles
      • Analyst
      • Facilitator
      • Negotiator
      • Artist / Architect
      • Planner
      • Communicator
      • Diplomat
      • Expert / Consultant
      • Strategist
      • Revolutionary
  • Business Analyst Flavors A “jack of all trades”, performing multiple roles e.g., business analyst, project manager, tester, etc. Possesses solid or advanced business subject matter expertise e.g., capital markets Hybrid Practitioner SME or Domain Practitioner Consulting Practitioner Possesses advanced skills in enterprise knowledge areas e.g., process, strategy business case development, domain expertise Generalists
  • The Typical Business Analyst
    • 40 years old
    • Well educated
    • Paid $78K per year
    • Hails from IT
    • More than 5 years experience performing BA functions
      • 36% > 10 years
    • Analysis skills acquired on the job
    • Disturbingly, they report
      • Most of their projects do not deliver all requirements
    www.theiiba.org Source: The New Business Analyst : A Strategic Role in the Enterprise, November 2006 Evans Data Corporation Research Study
  • Ambiguity in the BA Role Source: The New Business Analyst: A Strategic Role in the Enterprise, November 2006 Evans Data Corporation Research Study Conclusion: there is a need for Business Analyst competency and career path definition Business Analysis 29.3% Project Management 18.7% Developer, Engineer, Development Lead 15.4% Subject Matter Expert, Domain Expert 13.5% Tester, Test Lead 10.1% Other 13.0%
  • Business Analyst Competencies Communication Analysis Implementation Skills Consulting Domain Knowledge
    • Facilitation
    • Negotiation
    • Conflict Management
    • Formal (presentation, documentation)
    • Logic
    • Decision Analysis
    • Process & Data Modeling
    • Systems Thinking
    • Relationship Management
    • Strategic Planning
    • Coaching Skills
    • Delegation and Management Skills
    • IT Knowledge
    • Process Change
    • Organizational Change
    • Quality Assurance
    • Project Management
    • Products
    • Processes
    • Markets
    • Systems
  • Business Analyst Career Path Level Proficiency Responsibilities Competencies Strategic Ability to perform strategic tasks with minimal direction Strategic Planning Enterprise Analysis Mentoring Business & IT Strategy Program and Portfolio Mgt. Systems Engineering, BPR, Six Sigma Enterprise Architecture Business Case Development Senior Ability to perform complex tasks with minimal coaching Elicit, Analyze, Specify, Validate, Manage Requirements Business & IT Domains Project & Program Mgt. Systems Engineering, BPR, Six Sigma Requirements Engineering Intermediate Ability to perform simple-to-moderately complex tasks with minimal assistance Elicit, Analyze, Specify, Validate, Manage Requirements Business &/or IT Domain Project Management BPR, Six Sigma Workshop Facilitation Requirements Modeling Associate Ability to perform simple tasks with assistance Scribe Simple models Help Desk support PM/BA Principles BPR, Six Sigma Principles Business Writing
  • Organizational Placement Level Organizational Placement Strategic Part of an enterprise-wide PMO or center of excellence with a strategic focus Working on pre-project analysis, serving as BA for strategic initiatives, and managing projects for value Senior
    • In IT (67%)
      • The business may not take ownership of problems
    • In BU (10.8%)
      • Difficult for BAs to feel like a “community of practice” and hard to manage BA standards and improvements
    Intermediate Usually placed in IT Junior Usually placed in IT
  • Where is the BA Profession Heading?
    • Finance
    • Consumer Products
    • Energy
    • Manufacturing
    • Construction
    • Others ….
    • Product
    • IT Software
    • IT Infrastructure
    • Process
    • Data
    • Elicitation
    • Negotiation
    • Strategy
    • Others …
    Industry Function Competency
    • The profession will mature along three axis
    • Industry
    • Competency
    • Function
    The Developing Marketplace
  • Transition from Today’s Breeds of BA…
    • IT Oriented
    • Improve operations through changes to technology
    • Mostly generalists as opposed to:
      • Information BAs
      • Process BAs
      • Experience BAs (usability)
    Source : Carey Schwaber and Rob Karel, The New Business Analyst , Forrester Research, Inc., April 8, 2008
    • Business Oriented
    • Improve operations through changes to policy and process
    • Mostly functionally focused:
      • Finance
      • HR
      • Manufacturing
  • … To Tomorrow’s Breed of BA
    • Business / Technology Analysts
      • Convert business opportunities into new business solutions
      • Translate strategy into process and technology change
      • Cross-functional and cross-domain experts
    Source : Carey Schwaber and Rob Karel, The New Business Analyst , Forrester Research, Inc., April 8, 2008
    • Business Architects
    • Keep the business and IT architecture in synch
    • Architect
      • Current state (as-is)
      • Future state (to-be)
      • Gap in capabilities needed to achieve the future vision
  • Driving Business Analyst Maturity
    • Business Drivers
      • Strategic business flexibility
      • Enterprise initiatives
      • Service-oriented Architecture (SOA)
      • Business enablement
      • Dynamic Business Applications that are
        • Designed for people
        • Built for change
    Maturity Knowledge, Skill, Experience Tactical Strategic
  • What Will Tomorrow’s BAs Do?
    • Enterprise Analysis
    • Business architecture
    • Opportunity analysis
    • Problem analysis
    • Solution feasibility analysis
    • Business case development
    • Solution assessment and validation
    • Requirements
    • Management
    • Planning
    • Elicitation
    • Definition
    • Analysis
    • Specification
    • Validation
    • Change management
    • Communication
    • Organizational Change
    • Organizational readiness
    • Organizational change management
    • Business artifacts: business policies, procedures, rules, training, retooling, restructuring
    • Benefits measurement and management
  • What is Needed to Build BA Capabilities? Framework Environment Resources Business Alignment Standards & Methodologies Organization & Structure Competency/ Career Development Enterprise Analysis Metrics Governance Training & Dev Customer Relationships Tools Assessment Team Dev Virtual Teams Business Benefit Management Knowledge Management
  • Where is the BA Profession Heading? Center of Excellence “ Strategic Alignment” Community of Practice “ Support” BA Practice “ Maturity”
  • BA CoE: One Size Does Not Fit All Age of Product Lines Marketplace Stability Competition Number of Employees Geographic Dispersion Number of Product Lines Marketplace Uniformity
    • Established product lines & stable markets require limited business analysis
    • Competitive and developing markets have a critical need for highly experienced generalists and specialists in the competency domain (e.g., strategic, marketplace analysis)
    • Larger organizations can support higher levels of specialization
    • Smaller organizations may be more dependent on generalists and hybrid BAs (i.e., possess knowledge across multiple professional domains)
    • Multiple product lines may require a combination of generalists and highly specialized individuals
    • Highly specialized industries or niche markets will require specialists
    MATURITY SIZE DIVERSITY Organizations need for BAs =  (maturity, size, diversity)
  • How Can We Join Together to Increase the Value of Business Analysis?
    • Influence and contribute to the profession of Business Analysis
      • Determine the direction of the profession
      • Demonstrate support of the profession of business analysis at chapter level and within your organization
    • Ensure the viability of the IIBA
      • Create critical mass of members
      • Recruit corporate sponsors
      • Drive brand awareness and value associated with the IIBA as the source of information on business analysis
      • Drive brand awareness and value associated with the CBAP designation
  • International Institute of Business Analysis On Behalf of IIBA Executive Team and All of Our Volunteers Thank You! Kathleen B. Hass Director at Large [email_address]
  • Rochester Chapter Formation Kickoff Meeting January 15, 2009 ROCHESTER, NY Chapter
  • Agenda
    • Welcome and Introduction
            • Interim Board of Directors
    • Chapter Formation
            • Process and key steps
            • Companies interested
    • Chapter Plans
    • Chapter Needs
            • Joining
            • Chapter Petition
            • Volunteering
    © International Institute of Business Analysis™
  • Interim Board of Directors
    • President: Phyllis Carroll, Paychex
    • VP Communications: Chris Gangai, CIBER
    • VP Finance: Don Solan, CIBER
    • VP Marketing & Technology: Bob Rowley,
    • Wegmans Food Markets
    • VP Professional Development: Denette
    • Mitchell-Perez, Citigroup
    © International Institute of Business Analysis™
  • Companies
    • Local companies interested in the formation of our chapter
    © International Institute of Business Analysis™ CIBER Wegmans Paychex Citigroup Xerox Element K The Hartman Group Nixon Peabody LLP Preferred Care/MVP Healthcare M&T Bank Croop-LaFrance @ Excellus Telperion Solutions Group RIT U of R Sentry Safe Management Solutions Group
  • Chapter Planning
    • What our chapter will provide
    • Chapter shall provide meetings monthly
      • Meetings shall be scheduled at various times and days of the week
      • Meetings shall cover (but not limited to):
          • Best practices
          • Tips and Tools
          • Case Studies
          • Panel Discussions
          • Certification Overview
    • Chapter members shall have a discounted event fee
    • Establish networks and build relationships with other
    • professional organizations
    © International Institute of Business Analysis™
  • Chapter Needs
    • What are we asking of you…
    • Join IIBA TM ($95 per year)
    • Join our chapter
      • $25 per year, prorated based on IIBA renewal date
      • Fee covers chapter’s expenses for speakers, facilities, professional services from Auditors and Attorneys
    • Provide your ideas
    • Volunteer for chapter opportunities
    • Attend chapter meetings
    • Help get the word out
    © International Institute of Business Analysis™
  • Next Steps © International Institute of Business Analysis™
    • Current members…sign the Chapter Formation
    • Petition
    • Interested tonight? Sign the volunteer sheet!
    • Visit the chapter’s website for volunteer information
        • HTTP://ROCHESTERNY.THEIIBA.ORG
  • Q & A © International Institute of Business Analysis™ Questions can be sent to: [email_address] Thank you for supporting our plan to become the Rochester, NY Chapter of the IIBA TM !