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Business analyst eyeball to eyeball

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Business Analyst Practitioner session by Mr. Giancarlo Duranti

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Business analyst eyeball to eyeball

  1. 1. 1 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Business Analyst Eyeball to Eyeball Giancarlo Duranti, PMP®, PgMP®, PMI-PBA®, CBAP®, PSM®, IACCM®, COBIT5®, ITIL v3® Rev. 1.1 del 06/12/2018
  2. 2. 2 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Ø  Giancarlo Duranti, PMP, PgMP, PMI-ACP, PMI-PBA, CBAP, PSM, IACCM, COBIT5, ITIL v3 Ø  Project Manager & Business Analyst practitioner Ø  Professional Trainer Ø  Agile Coach Ø  giancarlo@giancarloduranti.com Biography ü  Telecommunication industry for over 25 years ü  Program Manager for Telecom Italia in Latin America. ü  Project Manager consultant in the United States and in Africa. ü  Involved in a variety of PMI and IIBA activities (e.g. OPM3, BABOK, PMI-PBA development). ü  Former VP Professional Development PMI Central Italy Chapter ü  Talks on PM and BA topics. Let me introduce myself
  3. 3. 3 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals What is Business Analysis? Class Discussion – Business Analysis
  4. 4. 4 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals It is the application of knowledge, skills, tools, and techniques to: Determine problems and identify business needs Identify and recommend viable solutions for meeting those needs Elicit, document, and manage stakeholder requirements in order to meet business and project objectives Facilitate the successful implementation of the product, service, or end result of the program or project PMI 2015, BA Practice Guide pg. 3 What is Business Analysis according to PMI
  5. 5. 5 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals In Short… Business Analysis is the set of activities performed to identify business needs and recommend relevant solutions; and to elicit, document and manage requirements. PMI 2015, BA Practice Guide pg. 3 Business analysis is the set of activities performed to support the delivery of solutions that align to business objectives and provide continuous value to the organization. The PMI Guide to Business Analysis pg. 9
  6. 6. 6 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals The entire value of the business, encompasses •  Tangible elements •  Intangible elements Business value enablers •  Comprehensive strategic planning and management •  Business Analysis: enterprise analysis, capabilities identification, solution determination and recommendation •  Portfolio Management: aligns components to organizational strategy •  Program Managment: aligns multiple projects for optimized or integrated costs, schedule, effort, and benefits. Business Value
  7. 7. 7 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Problem (As Is) Solution (To Be) 1 2 3 Resistance Resistance Business Analysis as A capability enabler
  8. 8. 8 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Best Practices in Business Analysis •  Identify the problem or opportunity (what) •  Determine the impact of the problem or opportunity (where) •  Determine why the problem or opportunity occurs •  Determine stakeholders involved (who) •  Justify the solution options (how much) •  Follow a structured approach (how) Business Problem Determina1on Impact Analysis Root cause Analysis Iden1fy and involve stakeholders Develop the business case Perform Business Analysis processes
  9. 9. 9 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals •  Increased likelihood of accomplishing the business strategy •  Improved work processes, systems, and products producing greater cost savings, more accurate schedules, and an increase in customer satisfaction •  More effective communication and collaboration among stakeholders throughout the organization •  Clearer understanding of the stakeholder needs •  Improved productivity and efficiency in requirements analysis •  Improved flexibility to respond to project complexity •  Improved ability to accommodate requirements changes •  Better decision making at all levels of the organization •  Increased stakeholder involvement and satisfaction Benefits of Business Analysis
  10. 10. 10 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals •  Better alignment between projects and organizational goals •  Reusability of requirements and models—use of a repeatable and continuously improved requirements process •  Better alignment of expectations between stakeholders and project teams •  Improved management of skills, best practices, and standards •  Minimized cost and schedule overruns through early problem identification •  Less rework through traceability, when problems are appropriately identified and solved for the first time •  Improved requirements management to ensure planned benefits •  Seamless transition of deliverables to other phases of the project •  Improved quality of deliverables •  Documentation and use of lessons learned Benefits of Business Analysis (…continue)
  11. 11. 11 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals •  Deliver benefits to the marketplace around sound requirements, which reduces costs by preventing poor scope definition •  Minimize the number of change requests a project will undertake and consequently prevent unnecessary scope creep •  Decrease the time it takes to bring products to market and increase competitiveness in both the marketplace and internally with employees Benefits of Business Analysis to Projects Competing Demands Cost Risk
  12. 12. 12 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Provides support to functional managers, sponsors, and decision makers in: •  Analyze Current State: understands the business need and how it relates to the way the enterprise functions today. Sets a baseline and context for change. •  Define Future State: defines goals and objectives that will demonstrate that the business need has been satisfied and defines what parts of the enterprise need to change in order to meet those goals and objectives. •  Assess Risks: understands the uncertainties around the change. •  Define Change Strategy: performs a gap analysis between current and future state, assesses options for achieving the future state, and recommends the highest value approach for reaching the future state including any transition states that may be required along the way. Organizational Strategy
  13. 13. 13 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Strategic Plan Portfolio Strategy Tactics Program 1 Doing the Right Things Doing Things Right Program … Project …Project 1 Portfolio Management Project … Project … Vision Mission
  14. 14. 14 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Presents the portfolio management committee with a decision package composed of: •  A description of the business problem or opportunity •  An assessment of the expected impacts of the proposed project on the organization •  A description of the solution options including each option’s feasibility, costs, and benefits •  An assessment of the organization’s ability to provide the requisite resources and expertise to deliver a viable business solution •  The selection and prioritization of projects that will be required to implement the business strategy Ensures that requirements for new solutions are traced back to the business strategy Portfolio Management - The BA Role
  15. 15. 15 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals The Business Analyst Role and Responsibili4es
  16. 16. 16 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals A business analyst is any person who performs business analysis tasks, no matter their job title or organizational role. But… Common roles who can perform BA ac4vi4es business architect enterprise analyst management consultant process analyst product manager product owner requirements engineer systems analyst data analyst business systems analyst Mature organiza1ons recognize the business analyst as a specific individual role. The Business Analyst
  17. 17. 17 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Problems Business Community Business Mgmt Users Problem Owner ULM EDM Management BA Developers Project Managers Development Community IT Mgmt Projects Products (solutions) Solve Produce Steve Blais, Business Analysis - Best practices for success The Business Analyst Role
  18. 18. 18 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals The Business Analyst Role in the Solution Life Cycle SOLUTION CONCEPT SOLUTION IMPLEMENTATION PRODUCTIONInitiating Planning Exec. Transit. Closing Monitoring & Controlling Business Problem (Efficiency) Business Need Strategic Plan TOP DOWN APPROACH BOTTOM UP APPROACH BC BC BC BC BC BA Vision
  19. 19. 19 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals The Business Analyst Added Value •  Assures Alignment, matching the solution to business needs and stakeholder expectations •  Enables Envisioning, providing a clear picture of solution •  Assures Control, minimizing cost overruns caused by rework and scope creep Provides inputs to prioritize projects Provides suggestions for business improvements Enables IT to a more effective and efficient response Enables knowledge transfer and lessons learned collection
  20. 20. 20 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals •  Facilitates the decision process (what if) •  Describes the current state (As-Is) and the future state (To- Be) •  Manages communications among stakeholders •  Assesses the organization’s readiness •  Identifies transition requirements •  Facilitates the transition process •  Provides confirmation about the transition process accomplishment The Business Analyst as a Change Agent
  21. 21. 21 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Business Analyst Role •  Concerned with the overall success of the solution •  Defines solution scope •  Assesses solution impacts within the organization •  Identifies, assesses, and evaluates risk associated with requirements •  Prioritizes, specifies and model requirements •  Supports test cases preparation •  Verifies and validates solution deliverables •  Enables the business to solution transition •  Receives and assesses change requests Project Manager Role •  Concerned with overall project success •  Manages the project according to the Competing Demands •  Defines project scope •  Ensures the project is delivered on time, within budget, and within scope •  Defines and manages the project plan •  Identifies, assesses, and evaluates overall project risk •  Leads project team •  Manages project communications Business Analyst vs. Project Manager
  22. 22. 22 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Potential conflict areas Scope Management •  Solution Scope •  Project Scope •  Change management Communication Management •  Embrace changes vs. impose changes Risk Management •  Solution/Requirement risk management •  Project Risk management Business Analysis Management •  Business Analysis tasks planning and management •  Pre-project initiation activities Business Analyst vs. Project Manager
  23. 23. 23 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Success Story Best prac4ce from a Business Analysis Telco Project
  24. 24. 24 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Solution Vision Expected benefits •  Increase competitiveness ensuring a significant ‘lower cost-to-serve’ •  Enables operations model transformation towards a ‘social online company’ •  Simplifies service creation and product commercialization (Time to Market + CAPEX reduction) •  Reduces complexity and number of IT systems to manage (OPEX reduction) Objectives Customer digital management •  Enabling all current capabilities already implemented on the traditional channels on the brand new digital channels (web, app, social, etc.) Being an agile asset for sales, post- sales and customer care activities •  Leveraging SOA architecture reducing complexity and allowing decommissioning of obsolete IT systems. 2OnLine Telco 3Architecture for tomorrow •  Full support of cross-selling capabilities •  Customer satisfaction increase through the end-2-end customer experience process management •  Enabling a unique integrated customer management as well as a set of multichannel commercial offers Being excellent with integrated customer experience 1Convergent Company The Case Study - Overview DigitalTelco is a transformation program which enables a substantial change in the traditional telco operational model.
  25. 25. 25 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Problem (As Is) Solution (To Be) 1 2 3 Solution Scope Problem Statement Vision Statement Business Needs Assessment
  26. 26. 26 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Stakeholders Identification/Analysis Techniques Stakeholder Matrix Onion Diagram Organizational Modeling
  27. 27. 27 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Investigate the Problem or Opportunity q Focus on the problem q Analyse the environment q Understand the context q Avoid complete Requirement Analysis Interview Document Analysis Process Modeling Organizational goals and objective assessment Root Cause Analysis Benchmarking Techniques:
  28. 28. 28 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Key business drivers Unique customer model management Convergence and new commercial offer models Increase selling functionalities and adopting multichannel capabilities Simplification and Usability «Full Digital» customer management Key IT drivers Operational costs reduction Technical obsolescence overcoming through systems decommissioning Company resources skills enhancements and competency model transformation Processes consistency and cross channels data integrity The Case Study – Key Drivers
  29. 29. 29 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Vision and Solution Scope definition What is a Vision? A vision is a foresight. that is, the capacity to envisage a future scenario typically used in economics to represent market trends and plan accordingly Wikipedia, 2016 Bill Gates: “One personal computer over each desk and a Microsoft software installed on each one of them” Google: “To provide access to the world’s information in one click” PMI: “Worldwide, organizations will embrace, value and utilize project management and attribute their success to it”
  30. 30. 30 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Problem (As Is) Solution (To Be) Solution Scope Problem Statement Vision Statement Vision and Solution Scope definition The Solution Vision 1 2 3
  31. 31. 31 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Solution Vision Statement 2OnLine Telco 3Architecture for tomorrow •  Enabling all current capabilities already implemented on the traditional channels on the brand new digital channels (web, app, social, etc.) •  Leveraging SOA architecture reducing complexity and allowing decommissioning of obsolete IT systems. 1Convergent Company •  Enabling a unique integrated customer management as well as a set of multichannel commercial offers The Case Study – Solution Vision
  32. 32. 32 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Problem (As Is) Solution (To Be) 1 2 3 Solution Scope Problem Statement Vision Statement Vision and Solution Scope definition The Solution Scope Vision & Scope Report
  33. 33. 33 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Vision and Solution Scope definition The solution Scope The solution scope is the set of capabilities a solution must deliver in order to meet the business need (IIBA, 2015, p. 453) Documents the boundary of the solution Defines the solution components needed First level of functional decomposition Vision & Scope Report Each solution component encompasses a # capabilities. The whole set of capabilities determines the solution scope.
  34. 34. 34 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Problem (As Is) Solution (To Be) 1 2 3 Solution Scope Vision and Solution Scope definition The Solution Roadmap A1 A2 A.. L1 L2 L.. P1 P2 P1 P2 P3 P.. Component Capabilities
  35. 35. 35 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Unique customer model management 1.  Managing the customer as a unique entity to which refer a multitude of products and services 2.  Groups management as customers aggregations (e.g. family, communities, etc.) and roles (subscriber, payer, user) 3.  Customer profiling management 4.  Customer identification and caring from all the channels 1.  Enabling new commercial offer models, e.g.: •  Convergent (Fix/Mobile/OTT) •  Value Added Services •  Multi-line/multi-device 2.  Offer catalogue re-engineering through: •  Only one offer structure Fix/Mobile, available from all the channels •  Offer structure commercialization oriented able to overcome current land line complexity •  Centralized commercial rule engine to manage selling rules and improve configurability Convergence and new commercial offer models The Case Study – Key Capabilities needed
  36. 36. 36 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals 1.  Selling functionalities enhancement and improvement of the whole purchasing experience 2.  Easy and effective integration of new traditional or digital touch points to the main platform (e.g. Shop App, mini-site etc.) 3.  Cross Channel process integration (e.g. customers start a transaction from the web and end it at the dealer shop without loosing context information provided at the beginning of the transaction) Increase selling functionalities and adopting Multichannel capabilities 1.  New commercial proposition for an effective prospects management 2.  Selling and recommendation functionalities enhancement introducing cart management (e- commerce) 3.  Post-selling functionalities enhancement (e.g. order tracking, service activation, etc.) «Full Digital» customer management 1.  Simplification of critical processes 2.  New business process definition (e.g. unique customer model management and convergent services/contents commercialization, etc.) 3.  Call Center and Selling end users operational interfaces simplification (e.g. using widget, screens and operational steps reduction, etc.) Simplification and Usability The Case Study – Key Capabilities needed (…continue)
  37. 37. 37 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Requirement Work Plan Definition q  Is the project plan for the business analysis activities q  Done by the BA in strict collaboration with the project/program manager q  Is a tool for communication and negotiation of resources with the sponsor •  It represents the baseline for requirements management activities •  It is a powerful tool for risk analysis and management.
  38. 38. 38 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Requirement Work Plan Definition (…continue) q It ensures: ●  all requirements activities are captured ●  appropriate elicitation and analysis method are selected ●  expectations with stakeholders are set ●  the whole project team has a common understanding of the requirements elicitation process –  resources are available when needed –  risk strategies are in place –  elicitation is coordinated with other project tasks
  39. 39. 39 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals The Case Study - Requirement Work Plan
  40. 40. 40 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals The Case Study - Requirement Work Plan
  41. 41. 41 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals The Case Study – RWP Sales & Post-sales streams
  42. 42. 42 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals The Case Study – RWP Sales & Post-sales streams (… continue)
  43. 43. 43 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Use Case Objectives: •  Sharing the use case scenario with the aim of streamlining the user and customer experience •  Gather requirements information helpful to define functional requirements •  gather KPI/KPO information to define metrics to validate the solution Performing Elicitation Activities 43
  44. 44. 44 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Standard Elicitation Process !  Sharing Use Case and and macro- capabilities !  Requirements identification ! Requirement Matrix ! KPI/KPO CONDUCT ELICITIATION ACTIVITIES (workshops) 2 !  Highlighting the processes weakness and proposes the necessary improvements !  Creating the set of capabilities helpful to fulfill the business needs !  GATHER KPI/KPO ! Use Case and macro-capabilities ! KPI/KPO PREPARE FOR ELICITATION 1 DELIVERABLES CONFIRM ELICITATION RESULTS 3 !  Information review ! Requirement Matrix reviewed ! Use Case Reviewed T0 T1 T1+5gg 44 ELICITATATIONACTIVIES
  45. 45. 45 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals 2 Customer portal registration Use Case perimeter and target •  Steps identification for mobile offer purchase •  Control identification for for mobile offers activation •  Offers asset management •  Customer communications management (e.g. Welcome letter, SMS) Target 5 Order tracking and feedback to the customer Order acquisition and fulfillment Purchase chart confirmation3 4 1 Cart configuration UC 15 – SIM Activation • Steps identification for MNP process • Legacy Systems Interaction points definition • Legacy system interface • MNP order tracking (e.g. order state model) •  Customer communications management (e.g. Welcome letter, SMS) UC 16 – MNP mobile offer purchase + service activation 45
  46. 46. 46 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals UC 15 – SIM Activation Individuata l’offerta di interesse, il Cliente la inserisce nel suo carello e procede con l’acquisto (previa registrazione). 2 Il Cliente visualizza su Portale lo stato di avanzamento dell’Ordine di attivazione dell’Offerta 6 Il Portale richiama automaticamente i “servizi” per la verifica di vendibilità/ elegibilità dell’Offerta selezionata da Cliente 4 3 Il Cliente inserisce tutte le informazioni necessarie all’acquisto (es.: anagrafica, dati di spedizione, modalità di pagamento, consensi, copia elettronica documenti di identità...) e conferma il «carrello» Key capabilities da requisitare Il Portale invia l’Ordine al sistema di commercializzazione che – eseguiti i controlli - pubblica la richiesta di «Attivazione Offerta Mobile» vs i sistemi esterni acquisendone successivamente i riscontri (esiti parziali/finali) 5 Il Cliente riceve comuncazione automatica a fronte dell’attivazione dell’offerta 7 La definizione delle informazioni obbligatorie per l’acquisizione del Cliente rientra nell’ambito GdL Cliente Definizione delle modalità di accesso al catalogo offerta dai diversi touch point à GdL Offerta 46
  47. 47. 47 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Next steps •  Confirm elicitation result (output Requirement Matrix) • Draft within March 25 • Final within March 27 •  Next Workshop 2 – 27/03 • UC 13 – Purchase of ADSL offer • UC 14 - Purchase of Fiber connection offer
  48. 48. 48 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Traceability Matrix
  49. 49. 49 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals A document that includes key parameters to assess the objectives and constraints for the intended program The Standard for Program Management – Third Edition, p. 28 Business Case Preparation
  50. 50. 50 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals 1.  Create a Problem Statement •  Identify Problem Candidates •  Define the problem •  Document the problem 2. Create the Vision Statement 3. Define the Business Objectives 4. Define the Technical Objectives 5. Identify constraints •  Business •  Financial •  Technical 6. Define Assumptions Building the Business Case
  51. 51. 51 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals 7. Feasibility Study •  Define Solution Approach •  Define Solution Scope 8. Qualitative Justification •  SWOT Analysis •  Costs & Benefits Analysis Building the Business Case Solution Options Acceptable Options Risk Analysis
  52. 52. 52 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals 9. Quantitative Justification 10. Assemble the Business Case •  Perform Business Assessment •  Define Recommendations •  Packaging Information •  Delivery & Request for Approval Building the Business Case
  53. 53. 53 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals •  Define the problem and objective to be achieved to consider the problem solved •  Describe business and technical assumptions and also alternative solutions •  Provide estimations about time, cost, resources •  Report risks related to program implementation and solution operations An effective Business Case should •  Quantify tangible benefits and describe intangible benefits •  Provide estimation about economical benefits
  54. 54. 54 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals The importance of having a BA team q  To understand how the business evolves outside the organization and within it q  Its role is central q  During the solution life-cycle it is the only one owning a cross view across the three communities (Business, Technical, Management) q  While the project is done the business analysis work is still running q  Ultimately, it acts as a representative of the Business Community q  The business analyst as the orchestrator of all relations between the three communities
  55. 55. 55 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Best Practices from the Case Study q Having a BA team helped to focus on the business problem and define the appropriate solution q All discussions focused on the capabilities needed having well- defined in mind the vision statements q Capabilities traced back to the strategic objectives to ensure they were part of the solution scope •  The Technical Community perceived the added value of this new approach, supporting the BA team with effective solution options
  56. 56. 56 Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals Thank you! Giancarlo Duranti, PMP®, PgMP®, PMI-ACP®, PMI-PBA®, CBAP®, PSM®, IACCM®, COBIT5®, ITIL v3® giancarlo@giancarloduranti.com Q & A

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