Yonix presents:  Building Business Capability
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Yonix presents: Building Business Capability

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Building Business Capability Improving business solutions analysis and design for smarter, more agile decisions and higher levels of performance....

Building Business Capability Improving business solutions analysis and design for smarter, more agile decisions and higher levels of performance.

This presentation discusses business analysis, business rules and business processes and the need to converge practices to deliver well aligned business capabilities. Further advances are required than what currently exists in business architecture, analysis, process design and business analysis tools and methodologies. This session addresses the how to of improving business solutions analysis and design for smarter, more agile decisions and higher levels of performance.

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  • Globalisation:Fundamental change not seen for hundreds of years (Western Orgnisations moving east and Eastern Organisations move west)International focus (Especially in NZ)Sustainability: Green, ethical, doing the right thing. Balance of running a successful business an saving the planetCloud / Web 2.0: Disruption of cloud based technologies, Social Networking, transformational technologies like cloud computing, connect world / social mediaRecession:Incredible difficult to obtain capital for growth, demanding more value from the functionTalent:
  • 716 RespondentsThis year, as companies begin to consider a return to growth, two other concerns leapt up the list from much lower rankings in previous surveys: the emergence of new products or services from competitors and competitors’ development of new offerings outside their current scope, such as telecommunication companies offering cloud-computing services.
  • 800+ RespondentsPeopleProduct (Processes & Systems)FinancialMarketImprove costs efficiency of business processesReduce CostsImprove effectiveness of businesses processesImprove Capability
  • Has many interchangeable and dependent dimensionsA Heat Map is a visualization of which capabilities required attention.A Heat Index is calculated using effectiveness and efficiency scores and the gap between targeted and actual performance; high heat (red/orange) in the gap column suggests investment.individuals have competencies while organizations have capabilities. Both competencies and capabilities have technical and social elements.
  • Capabilities must have outcomescapability is not a processCapabilities are purely business views of the business.Strategy, Customer Needs, Legislation requirements, PolicyService Deliver Outcomes.
  • Current state vs future state
  • Governs behaviourDirects and defines the way business is to be conductedInternal or ExternalExplicit or implicitTrigger requirements
  • - More integration– More cross-functional– More strategic impact– Impact of diverse teams
  • unaware of related business processes
  • BA seen as a core competency Help build capability and improve effectivenessTo improveCompetenciesCapabilityConvergeConnect
  • Some capabilities directly contribute to the customer value proposition and have a high impact on company financials. These "Advantage Capabilities" are shown in the upper right. Value contribution is assured when performance is among the best in peer organizations at acceptable cost. Keep them inside and protect the intellectual property. Moving to the top left quadrant, Strategic Support capabilities have high contribution in direct support of Advantage capabilities. Keep them close. Value contribution is assured when performed above industry parity at competitive cost. Other capabilities shown in the bottom right are Essential. They may not be visible to the customer but contribute to company's business focus and have a big impact on the bottom line. Focus on efficiency improvement; especially in high volume work. Value contribution is assured when performed at industry parity performance below competitors' cost. Other capabilities are "Business Necessity." Value contribution is assured when performed at industry parity performance below competitors' cost. They can be candidates for alternate sourcing. www.ask.com
  • To deliver the required serviceThe IIBA® Business Analysis Competency Model is a tool for assessing the ability of business analysts to properly perform this role. It includes knowledge, skills and behaviours, and describes the qualities that can make a BA successful in doing this work.$25us for individual or free if you are a member Certification model provides a method for identifying what behaviours make a BA successful
  • Standards, templates, methods & tools: Policy and processStandards and guidelinesTemplates Tools MethodologiesQuality delivery: Service catalogueRecovery modelSLA’sMarketing and Communication (of services)Professional development: Career paths BA events BA communityTraining, mentoring & competency assessment: Internal / external training On the job mentoring Competency modelIndustry standards e.g. CBAPBusiness alignment: Structure & culture of team Role definition Governance TrainingSeminarsBooksForumsBlogs
  • Moving into business capability overlap heavily with Eas and PMs.

Transcript

  • 1. Building Business CapabilityImproving business solutions analysis and design for smarter, more agile decisions and higher levels of performance
    Presented By
    Jody Bullen
    jody.bullen@yonix.com
    CEO
  • 2.
    • 10+ years working in Software Development
    • 3. Worked on both technical and business teams
    • 4. Variety of projects
    • 5. Business Technology Analyst
    • 6. Computerworld Award for Overall Excellence 2008
    • 7. BA of the Year 2009
    • 8. Founder and CEO of Yonix
    • 9. NZ High Tech Awards Finalist
    Introduction
  • 10.
    • How to improve business solutions analysis and design for smarter, more agile decisions and higher levels of performance
    Learning Outcomes
  • 11. Agenda
  • 18. Business Environment
  • 23. Competitive pressures
    To which is your company most exposed?
  • 24. Objectives
    What are your objectives for next budget cycle?
  • 25. “The ability to execute a specified course of action”
    en.wikipedia.org/wiki/Capability_(systems_engineering)
    “The sum of expertise and capacity”
    www.ifmp.vic.gov.au/index.php
    “This knowledge, skill, ability, or characteristic
    associated with desirable performance”
    www.cchra-ccarh.ca/en/phaseIIreport/glossary.asp
    Capability
    Capabilities Create the Link to Business Strategy
  • 26.
    • People work together to get things done
    • 27. Leaders foster shared mindset
    • 28. Orchestrate talent
    • 29. Encourage change
    • 30. Collaborate
    • 31. Learn
    • 32. Hold each other accountable
    Organisation Capability
    www.ask.com/wiki
  • 33. Capability Elements
  • 34.
    • Activities that produce a specific service or product
    • 35. Performs or implements its capabilities
    • 36. Often expressed as models such as Business Process Modelling Notation (BPMN)
    Business processes
  • 37. Business Rules
  • 38. How they converge
    Objectives
    Organisation Context
    Capability
    Objectives
    Objectives
    Project Context
  • 39. So what is Business Analysis
    Body of Knowledge (BABOK® Guide) 2.0 (section 1.2) is,
    “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 organisation, and to recommend solutions that enable the organisation to achieve its goals.”
  • 40. Value
    Purpose
    Objectives
    Metrics
    Capability
    Outputs
    Activities
    Enablers
    Business value stack
  • 44. BA Value Stack: Value
    Improved organisational effectiveness and / or competiveness
  • 45. BA Value Stack: Purpose
    To improve organisational effectiveness and / or competiveness
  • 46. BA Value Stack: Objectives
    • Reduce Costs
    • 47. Improve Productivity
    • 48. Improve Information Quality
    • 49. Support Business Diversification
    • 50. Increase Market Share
  • The BA Value Stack: Capability
    • BA Approach
    • 51. Stakeholder Analysis
    • 52. Plan, Monitor and Report
    • 53. Measure Performance
    • 54. Conduct Requirements Elicitation
    • 55. Manage Requirements
    • 56. Manage Traceability
    • 57. Package Requirements,
    • 58. Re-use
    • 59. Communicate Requirements
    And many more…..
  • 60. BA Value Stack: Outputs
    • Business Case
    • 61. Business Rules
    • 62. Business Processes
    • 63. Approved, Validated and Prioritised Requirements
    • 64. Solution Assessments
    • 65. Requirements Traceability Matrix,
    • 66. Technical Design
    And many more…..
  • 67. BA Value Stack: Activities
    • Analysis Planning & Performance
    • 68. Enterprise Analysis
    • 69. Requirements Elicitation
    • 70. Requirements Analysis
    • 71. Requirements Management & Communication
    • 72. Solution Assessment & Validation
  • BA Value Stack: Enablers
    • Increased Complexity
    • 75. Increased pressure for better, faster, cheaper
    • 76. Information overload
    • 77. Undefined / Unrecognised BA Roles
    • 78. Inconsistent skills
    • 79. Mixed talent pool
    • 80. Project focused
    Today’s Challenges
  • 81.
    • Lack of defined processes
    • 82. Inconsistent practices and tools
    • 83. Disparate enterprise knowledge and artefacts
    • 84. Silo approaches and deliverables
    • 85. Convergence with other practices
    • 86. Low levels of collaborate with BA peers
    • 87. Know what to do, but not necessarily how to do it.
    Today’s Challenges cont..
  • 88. So just how connected are BAs?
  • 89. Today’s Opportunities
  • 96. Capability Value
    http://en.wikipedia.org/wiki/Capability_Management_in_Business
  • 97. We can do better…..
    • Good requirements increase likelihood of success
    • 98. Poor requirements still leading cause of project failure
    • 99. Organisations with poor business requirement capability will have three times as many project failures as successes*
    • 100. 60% time and budget premium from poor requirements*
    • 101. 41.5% of budget consumed by unnecessary or poorly specified requirements*
    So why the need to change?
  • 102. Effective business requirements
    are achieved only by getting the
    right content in a consistent
    format using a clear process
    Cut to the chase
    *IAG
  • 103.
    • Identify the highest-level capabilities
    • 104. Decomposed into lower-level capabilities
    • 105. Identify requirements in capability areas
    • 106. Identify the elements that are required to deliver capability? Assess capability? All there?
    • 107. What enablers do we need?
    Improving Capability
    Do the Business Analysis on Business Analysis
  • 108. The path to improved capability
  • 109. The path to improved capability
    Recruitment
    Policy
    Training
    Professional
    Development
    Performance
    Monitoring
    Methodologies
    Governance
    & Management
    Policies & Process
    BA Tools Sets
    Standards
    &
    Guidelines
    Templates
  • 110.
    • Start now, gather feedback, increment
    • 111. Show leadership
    • 112. Learn from others
    • 113. Discuss with peers
    • 114. Competency / Skills Models (IIBA and others)
    • 115. Books
    • 116. White papers
    • 117. BA Centre of Excellence (BACoE)
    • 118. Converge with other practices (EA, PM, PMO, Dev, Test)
    The path to improved capability
  • 119.
    • Strive for capability, not individual competencies
    • 120. Bottom Up Approach
    • 121. Look for opportunities
    • 122. Need to look beyond the BACoE to converged, highly connected and integrated practices.
    • 123. We need to be more…
    • 124. Connected
    • 125. Effective
    • 126. Adaptable
    • 127. Transparent
    • 128. Capable
    The path to improved capability
  • 129. ?
    Questions
    Thank You
    Jody Bullen
    jody.bullen@yonix.com