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The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
The Evolving Role of the Business Analyst
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The Evolving Role of the Business Analyst

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Two years ago, no one knew what a Business Analyst was. Today, companies around the world can’t find enough of them – what happened? …

Two years ago, no one knew what a Business Analyst was. Today, companies around the world can’t find enough of them – what happened?

This session will describe:

* What a Business Analyst is and what a BA does
* What are the factors that have driven the growth of the Business Analysis profession
* How does the type of organization impact its need for BAs
* What do you need to consider if you are a Business Analyst – or want to be one – both today and tomorrow?

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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.
  • Transcript

    • 1. International Institute of Business Analysis The Evolving Role of the Business Analyst August 2008
    • 2. Our Sponsor – Forte Solutions Group <ul><li>The IIBA ™ would like to thank  Forte Solutions Group for sponsoring our first webinar </li></ul>www.theiiba.org © 2008, International Institute of Business Analysis With more than 40-years of cumulative experience, Forte Solutions Group is a unique boutique consulting firm specializing in Business Analysis and Initiative Management for Strategic and Project-based initiatives for Commercial and Government sector clients.
    • 3. International Institute of Business Analysis The Evolving Role of the Business Analyst : Our Next Super Hero! August 2008
    • 4. Discussion Points <ul><li>Why Now – the case for Business Analysis? </li></ul><ul><li>Who is the Business Analyst? </li></ul><ul><li>Where is the Profession Heading? </li></ul><ul><li>What does it mean to you? </li></ul>www.theiiba.org © 2008, International Institute of Business Analysis
    • 5. Why Now? <ul><li>The Case for Business Analysis </li></ul><ul><li>Global Economy – resources, competition </li></ul><ul><li>Right-sourcing – core competencies, supply chain </li></ul><ul><li>Integrated Organizations – focus on customer </li></ul><ul><li>Just-in-time delivery – no mistakes, reputation </li></ul><ul><li>Information Technology Spend – operational, strategic, demographic </li></ul><ul><li>Role of Technology – can do anything </li></ul>www.theiiba.org © 2008, International Institute of Business Analysis
    • 6. Why Now? www.theiiba.org © 2008, International Institute of Business Analysis <ul><li>For many years, organizations have been designing solutions without a clear understanding of the market need, often with many assumptions </li></ul><ul><li>Success was hit or miss although the cost of a miss was survivable </li></ul><ul><li>With the global economy, increased competition and the availability of many alternatives, consumers have come to expect more - and can choose from a variety of alternatives </li></ul><ul><li>The impacts of a mistake can now be very costly </li></ul>The Case for Business Analysis
    • 7. Why Now? <ul><li>When the delivery does not meet expectation </li></ul>www.theiiba.org © 2008, International Institute of Business Analysis
    • 8. It’s about the Deliverable www.theiiba.org © 2008, International Institute of Business Analysis In the beginning… Build Implement Planning Late & Expensive Missing Piece But it is …
    • 9. It’s about the Deliverable www.theiiba.org © 2008, International Institute of Business Analysis Some Progress was made… Build Implement Testing Poor Quality Missing Piece Plan But it still has …
    • 10. It’s about the Deliverable www.theiiba.org © 2008, International Institute of Business Analysis Filled in another hole … Build Implement Definition of need Doesn’t solve the problem Missing Piece Plan Test But it still …
    • 11. It’s about the Deliverable www.theiiba.org © 2008, International Institute of Business Analysis Addressed a BIG gap… Build Implement Plan Test Define Doesn’t Quite fit But it still … The Big Picture Missing Piece
    • 12. It’s about the Deliverable www.theiiba.org © 2008, International Institute of Business Analysis Et Voilà! … Build Implement Plan Test Describe Define
    • 13. What is Describe and Define? <ul><li>How an organization works? </li></ul><ul><li>Why the organization exists? </li></ul><ul><li>What are its goals and objectives? </li></ul><ul><li>How does it accomplish those objectives? </li></ul><ul><li>How does it need to change to better accomplish those objectives or to meet new challenges? </li></ul><ul><li>It is about defining the scope of solutions </li></ul>www.theiiba.org © 2008, International Institute of Business Analysis Describe Define It is about Business Analysis!
    • 14. What is Business Analysis? www.theiiba.org © 2008, International Institute of Business Analysis The set of tasks, knowledge, & techniques required to identify business needs & determine solutions to business problems. Solutions often include a systems development component, but may also consist of process improvement or organizational change. Business Analysis Body of Knowledge ®
    • 15. What is Business Analysis? www.theiiba.org © 2008, International Institute of Business Analysis Business Analysis Body of Knowledge ® (BABOK ® ) 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
    • 16. Business Analysis Professional <ul><li>The Definition </li></ul><ul><li>Works as a liaison among stakeholders to elicit, analyze, communicate and validate requirements for changes to business processes, policies, and information and information systems </li></ul><ul><li>Understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals </li></ul>www.theiiba.org © 2008, International Institute of Business Analysis Possible revision in BABOK ® V2 Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and recommend solutions in order to enable that organization to achieve its goals
    • 17. Business Analysis Professional www.theiiba.org © 2008, International Institute of Business Analysis Communication Analysis Implementation Skills Consulting Domain Knowledge <ul><li>Facilitation </li></ul><ul><li>Negotiation </li></ul><ul><li>Conflict Management </li></ul><ul><li>Formal (presentation, documentation) </li></ul><ul><li>Logic </li></ul><ul><li>Decision Analysis </li></ul><ul><li>Process & Data Modeling </li></ul><ul><li>Systems Thinking </li></ul><ul><li>Relationship Management </li></ul><ul><li>Strategic Planning </li></ul><ul><li>Coaching Skills </li></ul><ul><li>Delegation and Management Skills </li></ul><ul><li>IT Knowledge </li></ul><ul><li>Process Change </li></ul><ul><li>Organizational Change </li></ul><ul><li>Quality Assurance </li></ul><ul><li>Project Management </li></ul><ul><li>Products </li></ul><ul><li>Processes </li></ul><ul><li>Markets </li></ul><ul><li>Systems </li></ul>Core Competencies
    • 18. Business Analysis Professional <ul><li>Performs many roles </li></ul><ul><li>Analyst </li></ul><ul><li>Facilitator </li></ul><ul><li>Negotiator </li></ul><ul><li>Artist / Architect </li></ul><ul><li>Planner </li></ul><ul><li>Communicator </li></ul><ul><li>Diplomat </li></ul><ul><li>Expert / Consultant </li></ul><ul><li>Strategist </li></ul><ul><li>Revolutionary </li></ul>www.theiiba.org © 2008, International Institute of Business Analysis
    • 19. Business Analysis Superheroes! www.theiiba.org © 2008, International Institute of Business Analysis Truth Understood the Need Agile Negotiation Right on target
    • 20. Business Analysis Professional www.theiiba.org © 2008, International Institute of Business Analysis Knowledge Continuum Maturity Skill Tactical Strategic
    • 21. Business Analysis Professional www.theiiba.org © 2008, International Institute of Business Analysis Practitioner is a “jack of all trades”, performing multiple roles e.g., business analyst, project manager, tester, etc. Practitioner possesses solid or advanced business subject matter expertise e.g., capital markets Hybrid Practitioner SME or Domain Practitioner Consulting Practitioner Current Flavours Practitioner possesses solid or advanced skills in the enterprise knowledge areas e.g., process, strategy business casing Generalists
    • 22. Where is the BA Profession Heading? www.theiiba.org © 2008, International Institute of Business Analysis <ul><li>Finance </li></ul><ul><li>Consumer Products </li></ul><ul><li>Energy </li></ul><ul><li>Manufacturing </li></ul><ul><li>Construction </li></ul><ul><li>Others …. </li></ul><ul><li>Product </li></ul><ul><li>Software </li></ul><ul><li>Infrastructure </li></ul><ul><li>Others … </li></ul><ul><li>Process </li></ul><ul><li>Data </li></ul><ul><li>Elicitation </li></ul><ul><li>Negotiation </li></ul><ul><li>Strategy </li></ul><ul><li>Others … </li></ul>Industry Function Competency <ul><li>The profession will mature along three axis </li></ul><ul><li>Industry </li></ul><ul><li>Competency </li></ul><ul><li>Function </li></ul>The Developing Marketplace
    • 23. Where is the BA Profession Heading? www.theiiba.org © 2008, International Institute of Business Analysis Centre of Excellence “ Strategic Alignment” Community of Practice “ Support” BA Bureau “ Maturity”
    • 24. Where is the BA Profession Heading? www.theiiba.org © 2008, International Institute of Business Analysis 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… Knowledge Management
    • 25. Where is the BA Profession Heading? www.theiiba.org © 2008, International Institute of Business Analysis Age of Product Lines Marketplace Stability Competition Number of Employees Geographic Dispersion Number of Product Lines Marketplace Uniformity <ul><li>Established product lines & stable markets require limited business analysis </li></ul><ul><li>Competitive and developing markets have a critical need for highly experienced generalists and specialists in the competency domain (e.g., strategic, marketplace analysis) </li></ul><ul><li>Larger organizations can support higher levels of specialization </li></ul><ul><li>Smaller organizations may be more dependent on generalists and hybrid BAs (i.e., possess knowledge across multiple professional domains) </li></ul><ul><li>Multiple product lines may require a combination of generalists and highly specialized individuals </li></ul><ul><li>Highly specialized industries or niche markets will require specialists </li></ul>MATURITY SIZE DIVERSITY Organizations need for BAs =  (maturity, size, diversity)
    • 26. In Conclusion <ul><li>Demand for BA role is growing because organizations recognize that building a solution is not sufficient – they must understand the needs first </li></ul><ul><li>The BA profession will develop along three axis </li></ul><ul><ul><li>Industry </li></ul></ul><ul><ul><li>Function </li></ul></ul><ul><ul><li>Competency </li></ul></ul><ul><li>Demand for greater specialization will grow as understanding of the value of the BA and formalization of the role continue </li></ul><ul><li>Organizations must understand need to determine the type and maturity of BA required </li></ul>www.theiiba.org © 2008, International Institute of Business Analysis
    • 27. www.theiiba.org © 2008, International Institute of Business Analysis
    • 28. Next Webinar: September 16, 2008 <ul><li>Understanding the Certified Business Analysis Professional ™ (CBAP ® ) Designation </li></ul><ul><li>Tuesday, September 16, 2008, 8:00 p.m. to 9:00 p.m. E.D.T. </li></ul><ul><li>Presented by Michael Gladstone, CBAP ® , IIBA Vice President, Certification and Chief Information Officer </li></ul><ul><li>Discussion points : </li></ul><ul><li>What is CBAP ® and what makes it unique? </li></ul><ul><li>The need for the CBAP ® designation in today’s business environment </li></ul><ul><li>CBAP ® application requirements </li></ul><ul><li>To register, go to the IIBA ™ Website at www.theiiba.org </li></ul>www.theiiba.org © 2008, International Institute of Business Analysis

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