Yonix presents: Business Analysis: Where transformation and innovation begins

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An introduction to Business Analysis for non-BAs.

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  • Very nice case for paying attention to this powerful role. Proves, the power of clear accountabilities, focused people in a clear role/ structure make a big difference. Thanks for posting this,
    Greg Thomson, Partner, CHRS
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  • Usually entire organisation
  • Enterprise analysis focuses on understanding the needs of the business as a whole, its strategic direction, and identifying initiatives that will allow a business to meet those strategic goals.Requirements planning and management involves planning the requirements development process, determining which requirements are the highest priority for implementation, and managing change.Requirements elicitation describes techniques for collecting requirements from stakeholders in a project.Requirements analysis describes how to develop and specify requirements in enough detail to allow them to be successfully implemented by a project team.Requirements communication describes techniques for ensuring that stakeholders have a shared understanding of the requirements and how they will be implemented.Solution assessment and validation describes how the business analyst can verify the correctness of a proposed solution, how to support the implementation of a solution, and how to assess possible shortcomings in the implementation.
  • Strategic Vision and Objectives - Board Level / CEOBusiness Case – Cost Benefit Market Opportunity, Increase profitability, Reduce Costs innovative efficient ways to deliver products and services.Differentiate
  • Three types of BAs.
  • 1) Businesses are realising the value of Business AnalystsOrganisations are recognising the importance of the role of the Business Analysts to the success of software projects. Organisations are looking to employ skilled Business Analysts to retain business analysis and requirements specification as core competencies. The average growth rate of Business Analysts in Fortune 500 organisations surveyed by vokeStream was 32%pa. 2) Business analysis is becoming a professionBusiness Analysts are increasingly becoming certified. They are transitioning to more formal processes and tools to improve efficiency and effectiveness. Companies are increasingly looking to leverage and adopt best practice. The International Institute of Business Analysts (IIBA) a non-profit professional association for Business Analysts has recently published the Business Analysis Body of Knowledge BABOK .3) The role of the Business Analysts is changingThe role of the Business Analyst is changing. As well as dealing with the challenges of a distributed and outsourced supply chain, the distinction between the traditional business oriented analyst and the technical analysts is blurring. The Business Analyst is moving to a more technical role, than what analysts are doing today. They will require more business knowledge and technology expertise than most Business Analysts possess today. 4) Agility Organisations are moving from more traditional software development methodologies to agile, or agile blend development methodologies. This is to gain more agility and improve project success rates. Those companies using Agile in all new projects have doubled in the recent years to reach 17% and the total rate of various adoption levels is in the region of 35% - 50%.46%, Davidson (2008), 26% (Forrester) and 31% Methods and Tools (2008)
  • “IS staff, especially IS managers, business analysts, and developers, work with managers to innovate processes that can benefit from technological solutions.”
  • Simplified for illustrative purposesRequirements & Design (AKA Business Analysis)Articulating business need Project ManagementProject management is the discipline of planning, organising, and managing resources to bring about the successful completion of specific project goals and objectives.Requirements ManagementRequirements management is the process of eliciting, documenting, analysing, prioritising, validating and agreeing on requirements and then controlling change and communicating to relevant stakeholders. The purpose of requirements management is to assure the project/solution meets the expectations of its customers and internal or external stakeholders.Detailed Design and SpecificationsDetailed Design and Specifications is the phase and activity where business requirements are translated to a software specification that clearly and accurately describes how the software needs to function in order to meet the business requirements. Software CodingSoftware coding is the activity and phase where a software solution is created from the software specifications.TestingTesting is activity and phase of verifying that a solution is fit for purpose and meets the business requirements.
  • Also may have working group.
  • Businesses of all types create and implement projects to drive strategy and innovation
  • The financial implications of such failure rates are substantial. No-one is certain of the real cost of failed software projects, but it’s big. Software errors cost the US economy US$59.5 billion annually. (National Institute of Standards and Technology (NIST)Research from British Computer Society suggests the Impact is upwards of US$75 billion a year in re-work costs and abandoned systems.
  • Market survey84 Individual Responses86% from New Zealand, remainder from Australia and EuropeResponses from non-management roles reflect a typical software development project team. InterviewsCEOs, Business Decision Makers, Project Managers, Business Analysts, Architects, Software Development Managers, and Testers. SeeAnalysis and review of industry publicationsPublications, reports, reviews, articles and statistics from, but not limited to Forrester Research, Gartner, Standish Group, IDC Group, IAG Group and vokeStream.
  • The top four ‘pains’ faced during the software development life-cycle, based on the frequency and their relative impact are
  • In this section respondents were asked to rate on a scale of 1 – 5, where 1 = Poor and 5 = Excellent a number of key project areas for their selected project. Figure shows differences between those projects that were delivered within budget and on schedule and those projects that were delivered over budget and over schedule.
  • Do more work upfront Spend more time eliciting, defining and specifyingDefects costs upwards of 100x times more to fix later in the Lifecycle Upfront work is rewarded 60% time and budget premium from poor requirements41.5% of software budget will be consumed by unnecessary or poorly specified requirements Average organisations spend 45% of time on requirements (27%) and on design (18%) Immature organisations effort upfront is increased.Make sure you understand the scope and the business domain Scope document from PM If there isn’t one define it and get it signed off Understand and map the business processesUnderstand and manage your stakeholders Know who you need to speak too Formalise a plan Create working groups / stakeholder groups Keep track of all communications Most people will not turn down a free coffee This includes internal project stakeholders such as developers and testersCreate a single source of project knowledge People need to know where to find information. Retains IP
  • Understand the technical and business domainsIf you don’t up skill or make sure you have the skills in your team.BA’s should be able to understand a Class Model, Entity Relationship Diagram, Key OO concepts, Usability, Limitations of technologies
  • ExistenceGot to make projects run betterReducing cost and risk
  • by helping them to capture, manage, analysis and communicate what they need to buildProcess of patenting
  • Yonix presents: Business Analysis: Where transformation and innovation begins

    1. 1. Business Analysis: Where transformation and innovation begins<br />Presented By Jody Bullen<br />
    2. 2. Introduction<br /><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. Founder and CEO of Yonix</li></li></ul><li><ul><li>Liaison among stakeholders to identify business needs and determine solutions to business problems.
    7. 7. Solutions often include:
    8. 8. systems development,
    9. 9. process improvement , or
    10. 10. organisational change.
    11. 11. The person who carries out this task is called a Business Analyst or BA.</li></ul> <br /> <br /> <br />Business Analysis<br />
    12. 12. What's involved?<br />
    13. 13. <ul><li>Enterprise analysis
    14. 14. Requirements planning and management
    15. 15. Requirements elicitation
    16. 16. Requirements analysis
    17. 17. Requirements communication
    18. 18. Solution assessment</li></ul>Examples of business analysis<br />
    19. 19. <ul><li>Strategic Vision and Objectives
    20. 20. Programmes of work
    21. 21. Business Case
    22. 22. Execution Plan
    23. 23. Projects</li></ul>Where does it all start?<br />
    24. 24. Business Analyst Role and Responsibilities<br />Source: 2008 voke media<br />
    25. 25. Business Analyst Communication Lines<br />Source: 2008 voke media<br />
    26. 26. Capabilities, Skills, And Knowledge<br />Source: Forester Research Inc<br />
    27. 27. Business Analyst Reporting Lines<br />Source: Forester Research Inc<br />
    28. 28. <ul><li>Process rather than a documentation exercise
    29. 29. Extensive stakeholder involvement
    30. 30. Document business processes, high level, detailed and non-functional (Quality Assurance) requirements
    31. 31. Provide traceability, document and managed relationships between requirements
    32. 32. Requirements and business process reviewed and signed-off</li></ul>Approach: Requirements Gathering<br />
    33. 33. <ul><li>Realising the value of Business Analysts
    34. 34. Becoming a profession
    35. 35. The role is changing
    36. 36. Distributed software supply chain
    37. 37. Outsourcing
    38. 38. Push for agility</li></ul>Industry Trends<br />
    39. 39. <ul><li>Set of phases and activities that result in software products.
    40. 40. Phases collectively known as the Software Development Lifecycle, or SDLC
    41. 41. Different approaches to software development may result in these phases or activities being carried out in a different </li></ul>Introduction to Software Development<br />
    42. 42. Software Development Lifecycle <br />Business<br />Technical<br />
    43. 43. A Typical Project Team and Governance Structure<br />
    44. 44. Vast Majority of IT Software Development Projects Fail<br /><ul><li>US$500 billion invested last year to build new software
    45. 45. Software development project failure rates between 50% - 75%*
    46. 46. Failure rates, costs are frustrating and unacceptable
    47. 47. Failure is avoidable</li></ul>*2008 - The Standish Group, Gartner Group, VokeStream<br />
    48. 48. Failed Software Projects and poor IT alignment leads to:<br /><ul><li>Missed objectives, goals and market opportunities.
    49. 49. Loss of market share.
    50. 50. Reduced shareholder returns.
    51. 51. Damaged reputation and brands.</li></ul>Impact<br />
    52. 52. <ul><li>Software errors cost the US economy US$59.5 billion annually.
    53. 53. Impact to UK companies of re-work costs and abandoned systems upwards of US$75 billion annually.
    54. 54. In Australia failing, botched, re-scoped and cancelled projects are wasting around A$197,000 per week.
    55. 55. In 2004, software project failures cost the European Union €142 billion.</li></ul>Impact<br />
    56. 56. April 2009 we completed an extensive five month market validation and research exercise, which included:<br /><ul><li>A Market survey,
    57. 57. Interviews, and
    58. 58. Analysis and review of industry research</li></ul>Research<br />
    59. 59. <ul><li>84 Projects
    60. 60. 35% private, 33% government, 17% public and 15% were charity/non-profit.
    61. 61. 70% budget greater than $500k.
    62. 62. 45% had a team size between 6 and 15 people. 39% more than 15 people. 21% over 25 people.
    63. 63. 50% of project budgets between 500k and $5m, while 19% were $5m or over.</li></ul>Project Demographics<br />
    64. 64. <ul><li>Unrealistic schedules or inaccurate estimates,
    65. 65. Poor requirements and overall system specification.
    66. 66. Feature / scope creep, and
    67. 67. Inaccurate understanding of end-user needs.</li></ul>Top Problems in the SDLC<br />
    68. 68. Project Key Success Factors<br />Highest<br />Rated <br />2<br />3<br />Lowest <br />Rated <br />1<br />
    69. 69. <ul><li>Spend more time upfront
    70. 70. Understand the enterprise, business domain and stakeholders
    71. 71. Create a single source of project requirements
    72. 72. Understand that people don’t always know what they want
    73. 73. Help stakeholders visualise and understand the requirements</li></ul>Recommendations for your business<br />
    74. 74. Recommendations<br />IAG Group : 109 Fortune 500 Projects<br />
    75. 75. <ul><li>Frustrated with project failure rates
    76. 76. We are passionate about well run and successful IT software projects
    77. 77. Focus is software to support the early phases of projects where critical business and technical requirements are developed
    78. 78. Yonix ‘Calm’ used commercially for 3+ years
    79. 79. Animal Health Board’s VectorNet project won the premier NZ Computerworld award for Overall ICT Project Excellence
    80. 80. In CreativeHQ, High Growth Business Incubator </li></ul>About Yonix<br />
    81. 81. <ul><li>Focus on requirements and specification phases of the project lifecycle
    82. 82. Increases the odds of project success
    83. 83. Saves money from costly rework
    84. 84. Safe guards intellectual property and institutional knowledge
    85. 85. Improves communication between business and technical realms
    86. 86. Governance and assurance
    87. 87. Improved business outcomes
    88. 88. Bring best-practice to small / medium projects</li></ul>Yonix’s Approach<br />
    89. 89. <ul><li>$1bn USD market*
    90. 90. 20%+ growth per year*
    91. 91. Growth forecasted to continue
    92. 92. Enormous growth potential
    93. 93. Domestic and global opportunities</li></ul>Market Opportunity<br />*2008 – vokeStream, IDC<br />
    94. 94. <ul><li>Help more NZ businesses increase project success
    95. 95. Supporting industry associations promote best practice
    96. 96. Next-generation Software-as-Service (SaaS) version
    97. 97. Currently building and seeking partnerships with NZ and global consultancies to provide benefits to a wider market</li></ul>The Future of Yonix<br />
    98. 98. ?<br />Questions<br />www.yonix.com<br />Jody Bullen<br />Jody.bullen@yonix.com<br />

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