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Building Business CapabilityImproving business solutions analysis and design for smarter, more agile decisions and higher ...
<ul><li>10+ years working in Software Development
Worked on both technical and business teams
Variety of projects
Business Technology Analyst
Computerworld Award for Overall Excellence 2008
BA of the Year 2009
Founder and CEO of Yonix
NZ High Tech Awards Finalist</li></ul>Introduction<br />
<ul><li>How to improve business solutions analysis and design for smarter, more agile decisions and higher levels of perfo...
<ul><li>Business Environment
Capability
Processes
Rules
Analysis
Convergence
Improving capability</li></ul>Agenda<br />
<ul><li>Globalisation
Sustainability
Cloud / Web 2.0
Recession
Talent</li></ul>Business Environment<br />
Competitive pressures<br />To which is your company most exposed?<br />
Objectives<br />What are your  objectives for next budget cycle?<br />
“The ability to execute a specified course of action”<br />en.wikipedia.org/wiki/Capability_(systems_engineering)<br />“Th...
<ul><li>People work together to get things done
Leaders foster shared mindset
Orchestrate talent
Encourage change
Collaborate
Learn
Hold each other accountable </li></ul>Organisation Capability<br />www.ask.com/wiki<br />
Capability Elements<br />
<ul><li>Activities that produce a specific service or product
Performs or implements its capabilities
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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.

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 &amp; 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 &quot;Advantage Capabilities&quot; 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&apos;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&apos; cost. Other capabilities are &quot;Business Necessity.&quot; Value contribution is assured when performed at industry parity performance below competitors&apos; 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 &amp; 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 &amp; competency assessment: Internal / external training On the job mentoring Competency modelIndustry standards e.g. CBAPBusiness alignment: Structure &amp; culture of team Role definition Governance TrainingSeminarsBooksForumsBlogs
  • Moving into business capability overlap heavily with Eas and PMs.
  • Transcript of "Yonix presents: Building Business Capability "

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