This document provides an overview of a presentation on how the business analyst (BA) role is evolving to maximize enterprise value. Key points include: - The BA role is well-positioned to help enterprises address challenges like speed, productivity, and competitive advantage. - The BA role has traditionally focused on requirements and process modeling, but is disrupting to take on more strategic, consultative functions like enterprise analysis, business architecture, and future state modeling. - Critical skills for BAs going forward include emotional intelligence, facilitation, influence, change management, and negotiation. The role is shifting from individual project focus to broader organizational focus.

1. BA In Transformation
2015 and Beyond:
How to Maximize Enterprise Value
by Embracing this Evolution
Presented by Eugenia [Gina] Schmidt PMP, CBAP, PBA
ASPE Inc.

2. • Enterprise Challenges
• BA is Catalyst
• Current state of BA role
• The Disruptions
• Critical Skills
• Position Evolution
Presentation Agenda

3. Product
Creation
Generation
Y
Enterprise Challenges
Speed Productivity
Competitive
Advantage

4. BA as a Catalyst to Face/Conquer
these Enterprise Challenges
Business Analyst

5. What is a Business Analyst?
• Enterprise Analysis
• Process Modeling
• Requirements
Position Functions
• Like a Product Manager
• Power User
• “Talk the Talk” Technical
• Outcome Focus
• STRONG Business Domain Knowledge
• Represent the business case
Other Example Position Profiles
INDUSTRY PERSPECTIVE

6. Who or What Governs
the BA Role?
Strengths
• Role Clarity
• Strong Individual Focus
• BABOK® & Certifications
Opportunities
• More Organizational Focus
• BA Competency Centers
• Career Path Clarity
Weaknesses
• Enterprise Analysis
• Consultative Skills
Threats (Role Disruption)
• Agile
• PMI-PBA®
• Job Description Confusion
IIBA®
www.iiba.org
BA Role

7. Important Observation
VS.Plan-driven
Development
Adaptive
Development
Role Disruption - Agile
HYBRID?

8. The Mechanics of Scrum:
Where does BA fit??

9. Agile BA Role
Iterations are more work-specific, not role specific
ITERATION ZERO
Architectural Impacts
Release Roadmaps
Building Product Backlogs
Create User Stories
Help Prioritize
JIT Identification of “Other” Requirements
Low Fidelity Modeling
Design, Testing, Training
IN ITERATION
Expectations?

10. Role Disruption
Role or a Skill?

11. How do I get what I want from my efforts?
Stacey Matrix by Ralph Douglas Stacey

12. New Project Law:
s + s + $ Does Not = 
Schedule: Scope: Budget:
New Project Law
‣ Project delivered within the
timeframe originally
identified
‣ No date slips
‣ Every milestone achieved
‣ Everything originally
requested is delivered
‣ Everything delivered works
perfectly as the customer
requested, no bugs
‣ Did not spend a single cent
more than originally
estimated to spend
‣ Did not need any additional
resources, hardware, etc.
throughout entire project
on time all scope within budget
=/
+ + =/
happy customer

13. The BA Evolutionary Model
“In Project” vs “Out of Project”
Science Art

14. BA Trends:
More Focus on “Out of Project”
Future State
Modeling
Enterprise
Analysis
Business
Architecture

15. Future State Modeling:
Automation Opportunities
Customer
Corporate
Fill
Application at
Local Branch
Local Branch
Create
Customer
Profile and
Scan
Application
Send
Electronic
Application
Review for
2nd Level
Analysis
Request
Approval
Validate
Credit
Request
CT: 2 hrs
VA: 25 min
Manual
Review for
1st Level
Analysis
CT: 1 hr
VA: 10 min
Manual
CT: 10 days
VA: 20 min
Automated
CT: 2 hrs
VA: 0 min
Automated
Send
Electronic
Approved
Contract
Review
with
Customer
Sign Loan
Contract
CT: 7 days
VA: 15 min
Manual
CT: 7 days
VA: 25 min
Partially Automated
CT: 14 days
VA: 5 min
Manual
CT: 2 hrs
VA: 0 min
Automated
CT: 2 hrs
VA: 20 min
Manual
ToReceive
Loan
CT= Cycle Time VA = Value Add Time
LoanApproval
ValueStream

16. Enterprise Analysis:
Describing Business Value
• What is Value?
– Increase/protect revenue
– Reduce/prevent cost
– Improve service
– Achieve compliance
– Position the organization
– Social obligations
– Develop staff
IR+RC+IS+AC+P, maybe +SO+DS
• Support new processes
for success with:
– Clearly stated benefits
– Ranked business
requirements
– Agreed upon measures
– A baseline to measure
against

17. Business Architecture:
Information for Decision Making
Relationships
• Capabilities/Features
• Business Units/Locations
• Business Units/Capabilities
• Processes/Capabilities
• Capabilities/Technology
Solutions
Alignments
• Business Model
• Strategy
• Information Architecture
• Technology Architecture
• Initiatives
• Programs
• Portfolios
• Projects
Authoring
tool
LMS
Learning Solutions
Design
Content Development
Delivery
n/a No issues minor issues major issues
Heat
Map

18. Decision Tool for Business Architecture:
Operating Model Assessment
Coordination Unification
Diversification Replication
HIGH
HIGHLOW
LOW
Business Process Standardization
BusinessIntegration
Unique business units with
need to know other business unit
transactions (e.g. Banks and
insurance companies with
standard interfaces)
Unique business units but need for
global standards to have global
access (e.g. Airlines and global
delivery companies with
enterprise systems)
Independent business units with
varying customers (e.g. Product
and manufacturing companies)
Independent business units with
no shared customer but sharing
standard processes (e.g.
Localized franchises)
TODAY
FUTURE
Source: Enterprise Architecture as a Strategy, Ross, Weill and Robertson 2006

19. BA Career Path

20. Professional Skills Buildup
Emotional Intelligence
Conflict Management
Facilitation, Presentation, Negotiation
Change Management
Influence

21. • Influence skills
– Not what you say or write but how it comes across
– Sometimes an idea is more important than grammar /
spelling / math / specifics
– An idea is nothing unless it is communicated / driven
• Facilitation skills
– 70% image / 30% content
– Techniques to engage and stay authentic
• Negotiation skills
– It is NOT about winning / it is about moving forward
– It is NOT personal, don’t take it so, it is business
Critical Professionals Tips

22. Moving into the role of an internal management consultant
GAIN GAIN
BUILD
GET

23. The ShiftToday
BA Individual Focus
Requirement Focus
Given Solutions
Opportunities Defined
Low Level “Job”
Tactical
Waterfall/Agile Hybrid
In Project
Future
Organizational Focus
Need/Value Focus
Providing Options
Opportunities Found
High Level “Advisor”
Strategic
Waterfall/Agile Living
Together
Outside of Project

24. Questions
Footnote: Mastering Business Analysis Podcast
The Mastering Business Analysis podcast is a program with the goal of elevating the role of
the Business Analyst and enhancing the skills of Business Analysts everywhere. Episodes
include interviews with leaders in the business analysis community, helpful techniques, and
effective practices. Together we will explore the Business Analyst role and we’ll share
information you need to achieve mastery in your role and advance in your career as a
Business Analyst and beyond.
Link to future of Business Analysis David Mantica interview on Mastering Business
Analysis website:
http://masteringbusinessanalysis.com/episode14

25. Meet Your Presenter
Eugenia [Gina] Schmidt, PMP, CBAP, PBA
Email: gina@vitinar.com
Connect with me on LinkedIn:
www.linkedin.com/in/EugeniaSchmidt
ASPE Training: www.aspe-sdlc.com

26. Supplemental Slides:
Trusted Advisor

27. – Builds solution options
– Drive scope definition
– Define future state process
– Prices / cost definition
– Presents offer
– Pass detailed requirements development to “in
project” team
Trust Advisor / Internal Mgmt.
Consultant

28. How to get to “TRUSTED ADVISOR”
- in addition to improving your skills
• Sell the idea to management
– Benchmark by showing other industry examples
– Show some quick hits, that being an advisor shows value
– Show the data you can provide to management that can help them
make the “right” decisions
– Show them how you can function in a more elevated role
• Be up-to-date on solution knowledge and be part of all
solution discussions, even ideas. Don’t stifle ideas. Capture
them, discuss them AND let these discussions drive out
assumptions/requirements
• Look for job descriptions for this elevated role – do you have
the knowledge and skills?

29. 29
Quickly Build Trust
1. Unaware to Aware – Keeping in touch and making sure you stay
“visible”
2. Aware to Curious – Responding quickly to questions and asking
relevant questions to understand the other party takes you quickly to the next
step
3. Curious to Interested – Engagement and active listening comes into
play. Add context around questions and expanding on answers gets you to
the next step
4. Interested to Wanting – This is where you discover what each may
want out of the relationship. This is much more difficult when experiences
and cultures are different.
5. Wanting to Delivering – This is where we deliver on our promises
and know what to expect from each other. (TRUST)
6. Delivering to Satisfaction – Expectations are met and TRUST
becomes embedded into the relationship.
7. Satisfaction to Referral – You are in their NETWORK

30. 30
Building Trust
Builders
 Sharing and Valuing Ideas
 Appreciating Other Views
 Honesty and Openness
 Accepting and Involving
Others
 Valuing Differences in Work
Styles
 Active Communications
 Increasing Your Availability
 Doing What You Say
Busters
 Sharing Confidential Information
 Withholding Information
 Being Vague
 Using Hierarchy Inappropriately
For Communications
 Using Public Embarrassment

31. Supplemental Slides:
Business Architecture within
Enterprise Architecture Framework

32. Business Architecture in Context
BUSINESS & IT
STRATEGY
BUSINESS
MODEL
BALANCED
SCORECARD
Technical Architecture
Applications and Services Infrastructure
Information Architecture
Corporate Data Business Rules
Business Architecture
Business Functions Business Organizations
Enterprise Architecture
SolutionArchitecture

33. Enterprise Frameworks & Methodologies
Enterprise Frameworks Best at…
Zachman Framework for
Enterprise Architectures
Oldest (1987) and most
used taxonomy of
architectures
Classification of architectures
The Open Group Architectural
Framework (TOGAF™)
A methodology
developed in 2003
Process completeness and depth
Business Architecture Body of
Knowledge (BIZBOK™)
Version 3.5
copyrighted in 2013
Provides best practices and a
foundation for building a business
architecture practice. Focused only
on the business architecture.
OMB Federal Enterprise
Architecture (FEA)
A methodology
initially developed by
the government in 2002
Reference models giving different
views of the enterprise architecture
and partitioning guidance
Gartner (Meta Group)
Methodology
A methodology
developed in 2005
Focusing on business value and can
be applied quickly
Adapted from Roger Sessions, ObjectWatch, Inc. , May 2007

34. Using the Architectures
Business Strategic Decisions
• Mergers and Acquisitions
– Can multiple processes be collapsed?
– Are there impacts to the value chain?
– Are we aligned to new strategies?
– Can organizations be consolidated?
• New Product Line or Service
– How are processes, information, organizations, applications and infrastructure
impacted?
– Is there a strategy associated with this new line?
• Infrastructure Investments
– How behind are we in infrastructure investments? What problems are we seeing
today?
– How quickly can a change be made if there is a high level of diversity in
infrastructure by business unit?
• OTHERS?

35. Using the Architectures
Technology Driven Initiatives
• Link business processes to applications and infrastructure that
must be supported by IT to identify critical/non-critical
processes
– CMMI
– AGILE
• Identify functions that can be outsourced on vendor supported
environments for scalability and cost savings
– SaaS, PaaS, IaaS
– ITIL
• Organize business and technology components into services for
improved reusability and value tracking
– SOA
– ITIL

36. Using the Architectures
Information Driven Initiatives
• Provide standards for consistent view of data
– Data Warehousing
– Big Data
• Integrate and improve quality of data for use across business
functions
– CRM