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To BA or Not to BA that is the question


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With many organisations re-thinking the execution of their innovation lifecycles in an attempt to gain better productivity, some of the key questions that keep recurring are:

• When does a BA get allocated to a new business initiative?
• When does the business initiative become a project and require some form of project management?
• How does enterprise analysis fit into the systems development lifecycle?
• Who creates a business case?
• Who is assigned first: PM or BA?

Robin Grace, a business analysis principal consultants at IndigoCube, contributor to an IIBA white paper, CBAP, and author of Aligning Business Analysis, Assessing business analysis from a results focus, tells all.

Published in: Business
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To BA or Not to BA that is the question

  1. 1. ©To BA or Not to BA that is theQuestion? Robin Grace Principal Consultant Business Analysis Practice All material in this presentation is, unless otherwise stated, the property of IndigoCube. Copyright and other intellectual property laws protect these materials. Reproduction or retransmission of the materials, in whole or in part, in any manner, without the prior written consent of the copyright holder, is a violation of copyright law. Contact information for requests for permission to reproduce or distribute materials are listed below:
  2. 2. Innovation80 % of CEOs believe innovation will • drive efficiencies • lead to competitive advantageNearly 70 % of CEOs are investing in IT to • reduce costs • become more efficient54 % are also funnelling funds toward growth initiatives. It applies to enterprises of all sizes in all industry sectors.PWC 2011 CEOs Survey
  3. 3. The Dilemma
  4. 4. A Simple Idea Life Cycle Solution Solution Identification Prioritisation SolutionProblem Design andAbstraction Rollout Idea
  5. 5. The Idea Cycle and Business Analysis• Linking the ideas with Business Strategy• Clarifying the ProblemOpportunity Definition• Exploring Possible Solutions• Cost Benefit Analysis• Prioritisation in keeping with Business Strategy
  6. 6. The Enterprise Analysis Knowledge Area describes the business analysis activities necessary to identify a business need, problem, or opportunity, define the nature of a solution that meets that need, and justify the investment necessary to deliver that solution. BABOK® Version 2.0
  7. 7. Strategic Business Analyst• Works with business leaders in identifying and bringing strategic initiatives from concept to implementation• Validation of benefits realisation and return on investment.• Guides the business value delivery and linkage to enterprise strategic initiatives.• Works on business cases and portfolios for the enterprise to bring integrated solutions that are aligned to organisational strategy.• Works at an upper management or board level to analyze the benefits and risks of potential strategic decisions.• Works across the entire cycle of the business case and benefits realisation. IIBA® Competency Model Version 3.0
  8. 8. Strategic Business Analyst• This role requires an advanced capability of working within ambiguous contexts to bring clarity and facilitate strategic direction.• This role requires leadership as well as the support of other leaders, and includes establishing credibility with senior and executive management stakeholders. IIBA® Competency Model Version 3.0
  9. 9. Different Roles Different PeopleSkills SetBig Picture ThinkingLateral ThinkingLevel of DetailTechniques
  10. 10. Problem Solving TechniquesAbstraction: solving the problem in a model of the system before applying it to the real systemAnalogy: using a solution that solved an analogous problemBrainstorming: (especially among groups of people) suggesting a large number of solutions or ideas and combining and developing them until an optimum is foundDivide and conquer: breaking down a large, complex problem into smaller, solvable problemsHypothesis testing: assuming a possible explanation to the problem and trying to prove (or, in some contexts, disprove) the assumptionLateral thinking: approaching solutions indirectly and creatively Wikipedia
  11. 11. Problem Solving Techniques Cont.Method of focal objects: synthesizing seemingly non-matching characteristics of different objects into something newMorphological analysis: assessing the output and interactions of an entire systemReduction: transforming the problem into another problem for which solutions existResearch: employing existing ideas or adapting existing solutions to similar problemsRoot cause analysis: eliminating the cause of the problemTrial-and-error: testing possible solutions until the right one is foundProof: try to prove that the problem cannot be solved. The point where the proof fails will be the starting point for solving itMeans-ends analysis: choosing an action at each step to move closer to the goal Wikipedia
  12. 12. Solution Strategic Business AnalystSolution Identification Enterprise Analysis Prioritisation SolutionProblem Design andAbstraction Rollout Project Team Idea
  13. 13. Solution Strategic Business AnalystSolution Identification Enterprise Analysis Prioritisation SolutionProblem Design andAbstraction Tradition BusinessRollout Analyst Senior Generalist Idea
  14. 14. Solution Solution Identification Prioritisation SolutionProblem Design andAbstraction Rollout Idea
  15. 15. GatesLevel Of Required DetailBusiness StrategyROI or Cost Benefit AnalystBusiness RiskSolution Risk
  16. 16. Idea ManagementCultural ShiftMethodologiesTechniquesSoftwareProject Management
  17. 17. Strategic Business Analysis ImpactOrganisationIndividuals
  18. 18. Questions The IndigoCube Business Analysis Practice is committed to assisting clients to perform Business Analysis better through solutions in Business Analyst Assessment Methodology Provisioning Creation Customisation Implementation BA Skills DevelopmentContact information