Transforming the BA Practice: Beyond Business Analysis
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Presented at Building Business Capability 2017 The modern business analyst is moving beyond business analysis and needs the support of a mature Community of Practice to flourish. In the context of modern consulting, this requirement becomes increasingly important to successfully deal with the challenges of geographically dispersed BAs working autonomously under flat management with little direct regular office contact. At the same time, client demand for Business Analysis as a Service (BAaaS) has defined a new breed of business analyst with deep industry expertise along with cross-capability competencies supported by innovative approaches. Discover how good business analysis is enabled by perspectives including agile, design thinking, change management and continuous improvement, and how these perspectives can be developed within your Community of Practice, with a particular focus on definition and delivery of a Business Analysis as a Service model.
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Transforming the BA Practice: Beyond Business Analysis
- 1. Transforming the BA Practice Beyond Business Analysis Josh Barnett CBAP APAC Capability Lead
- 2. This is a story about
- 3. Photo by Aatik Tasmeen
- 4. Photo by Christopher Jenseth
- 5. Photo by Sunshine Ice Cream Photography
- 7. Typical BA Practices Photo by Max Boettinger
- 8. Photo by Scott Ruzene Challenges faced by BA Practice
- 9. Photo by Rene Conrad Challenges faced by BA Customer
- 10. The challenge is to take accountability for business analysis, not just business analysts. Photo by Kekai AhSam
- 11. Business Analysis as a Service
- 14. Business Analysis as a Service Photo by Sanjeevan SatheesKumar Service Definition › Focus on BA services, not BA individuals › People are no longer the product
- 15. Business Analysis as a Service Photo by Sanjeevan SatheesKumar Operating Model › Responsibilities and accountabilities for business analysis across the organisation
- 16. Business Analysis as a Service Photo by Sanjeevan SatheesKumar Methods and Standards › Standardise existing practices › Techniques, templates and tools
- 17. Business Analysis as a Service Photo by Sanjeevan SatheesKumar Workforce Management › Appropriate mix of business and technology skills, domain expertise and relevant experience
- 18. Business Analysis as a Service Photo by Sanjeevan SatheesKumar Service Definition Operating Model Methods and Standards Workforce Management
- 19. Photo by Aatik Tasmeen
- 21. Photo by Curtis MacNewton
- 22. Context Photo by freestocks.org Source: Kathleen Hass, The Enterprise Business Analyst, 2011 Operations Project Enterprise Competitive Competence, credibility and influence
- 23. Competency Photo by freestocks.org Source: Kathleen Hass, The Enterprise Business Analyst, 2011 Operations Project › BABOK Knowledge Areas › Techniques › Junior to Senior BA
- 24. Capability Photo by Liane Metzler Source: Kathleen Hass, The Enterprise Business Analyst, 2011 Enterprise Competitive › Strategic, Creative, Innovative › Leadership › Change › Consulting › Strategic BA
- 25. Business Analysis Challenges Photo by Ryan Hafey › Expand and elevate skills › Promote amongst leaders Source: Business Analysis – positioning for success, IIBA and KPMG, 2016
- 26. Photo by Christopher Jenseth
- 27. Developing Competence and Capability
- 29. 70:20:10 Model Photo by Diego Jiminez 10% › Formal learning 70% › Learn on the job 20% › Learn from others
- 30. Learn on the job Photo by Diego Jiminez 70% › Adopt a curious mindset › Seek experience in different domains and contexts › Run internal capability sessions › Seek leadership roles › Present at conferences
- 31. 20% › Join and contribute to internal capability › Join and contribute to professional associations › Attend industry events › Seek guidance and mentoring › Mentor and develop others › IIBA Study Groups Learn from others Photo by Diego Jiminez
- 32. 10% › Certification › Techniques › Other certification Formal learning Photo by Diego Jiminez
- 33. Photo by Sunshine Ice Cream Photography
- 34. Photo by Robson Hatsukami Morgan
- 35. Thank you. Josh Barnett CBAP www.smsmt.com josh.barnett@smsmt.com +61 418 715 765 linkedin.com/in/jjbarnett APAC Capability Lead Business Analysis and Process
- 36. Reading Kathleen Hass The Enterprise Business Analyst: Developing Creative Solutions to Complex Business Problems IIBA Online Library IIBA and KPMG Business Analysis – Positioning for Success www.iiba.org/Learning-Development/L-D/research-and-study-impact2016.aspx Photos by Unsplash unsplash.com
Editor's Notes
- Australian consultancy 1500 consultants in Asia Pacific 150+ specialist business analyst consultants
- A story in three parts
- Customers are why we exist and they’re who we serve
- BA Competency Model talks about expanding context with developing skill and experience
- Capability is the ability of our organisation and our consultants to provide the services that our customers need
- I want to start by talking about the patterns that seem to arise in client BA Practices This isn’t a case study, or an example of a particular client, but more of a summary of the things that we see with our clients
- Large Pool of Business Analysts; Generalists, specialists, hybrid Permanent and contractors Resourcing Typically tactical, reactive, and removed from true value add Unanswered Questions from BA managers and customers Are BAs enabling business outcomes? Is the BA Practice delivering excellence and adding value? How many BAs do we need for efficient resourcing and effective delivery?
- IP remains with a transient workforce Inconsistent practices Individuals rather than services become the priority Focus on internal outcomes rather than customer value
- Delays in initiation Lost opportunities Quality difficult to determine
- REPEAT
- The way in which we address these challenges is through a model of Business Analysis as a Service
- Resource Requests “I just need a BA” – not sure why, but get me a BA Demand Management is some internal process that triages resource requests Business Analyst IS the product Focus turns to individuals
- SERVICE Requests Removes the “I just need a BA” mentality – If customers truly don’t know, then consultancy is a Service available Changes focus to business analysis, not business analysts
- Service Definition is the “what” Each organisation has a service catalogue purposeful to their needs Example services; business planning, market research, options analysis, solution evaluation
- Operating Model is the “how” Handover points, triggers etc
- Reduce rework, improve consistency and quality
- Matching the right practitioners to the right services Allows the BA Practice to think strategically about demand, and move away from tactical responses
- Happy BA Customers Deliver services that add value Consistency, quality, measurable value
- Who here is an order taker? A task completer? A story about a; Department consisting of business analysis, architecture and investment functions Three functions didn’t get along When asked how the client saw the business analysis function - “Business analysts are the arms and legs of the architects” What the client was saying was “we don’t need business analysts to do business analysis, we need business analysts to do manual labour for the architects” This is an awareness and perception gap
- Historically, business analysis context has been focussed on projects Business needs more than that – change your focus – deliver value, not tasks Fundamentally, BA as a Service is about maturing a client’s business analysis capability
- Left hand side: traditional BA skills are task driven – e.g. requirements elicitation
- Right hand side; to add value to our clients and customers, business analysts need to be aiming higher
- IIBA and KPMG research 2016 identified 2 challenges Expand and elevate skills – i.e. move beyond requirements collectors and task completers – i.e. shift your context Promote amongst leaders – tell others about business analysis – i.e. be a consultant
- The second part of the story is changing context – aim higher
- C.F. Centre of Excellence CoP is; Less formal All levels of learning and experience Learning from others Challenges Geographically dispersed Flat management Consultants may have little contact with the office for extended periods Opportunities Vast pool of talent to draw on CoP style events Varied client domains Exposure to enterprise problems
- Breadth of Industries Financial Services Retail Health Transport Media Breadth of Competencies Process including Continuous Improvement Agile – a fundamental capability Change – Cultural and Organisational Change Design Thinking – customer centricity Depth Consultant + Business Analyst
- Recognises that most learning happens through experience – more effective, less expensive, better received than formal learning 90% of learning in the model is experiential
- Curious mindset: a willingness to seek knowledge and experience Domains; industries and functional areas Contexts; moving up the strategy curve
- Learn from others both internal and external to BA Capability, examples include; BPMN foundations, agile techniques and rituals, visual facilitation, risk management
- Classroom, online learning
- Competence, then Capability Move up the strategy curve
- We are delighting our customers through consistency and quality We are using our BA skills further up the strategy curve, and we are telling others about it We have the competence and capability to deliver this Using the three C’s; Customers, Context, Capability, let’s all reach for the stars