Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Download Presenation

409 views

Published on

  • Be the first to comment

  • Be the first to like this

Download Presenation

  1. 1. The Business Analysis Framework Wendy Waker Stand 138
  2. 2. Why do we still have these sort of problems with Change Projects…. <ul><li>The average project exceeds its planned schedule by 120% </li></ul><ul><li>52.7% of projects will cost 189% of their original estimate </li></ul><ul><li>Only 16.2% of projects will be completed on time & on budget </li></ul><ul><li>30% of projects are cancelled before completion </li></ul>*Source: Calculating your return on investment from more effective requirements management IBM article Dec 2003
  3. 3. <ul><li>The Standish Group “Chaos Report” (1994) </li></ul><ul><li>365 executive managers </li></ul><ul><li>8,380 applications </li></ul><ul><li>all major industry segments including: banking, retail and wholesale. </li></ul>Reasons for problems with change projects… Some of the contents of this slide were taken from www.it-cortex.com
  4. 4. Business Analysis mitigates the top 6 reasons for project failure <ul><li>Incomplete requirements </li></ul><ul><ul><li>Measure of success for Business Analysts! Target: Zero. </li></ul></ul><ul><li>Lack of user involvement </li></ul><ul><ul><li>BAs scope a project including who is impacted and therefore who needs to be engaged </li></ul></ul><ul><li>Unrealistic expectations </li></ul><ul><ul><li>Poorly defined? Open to misinterpretation? Blame the BA! </li></ul></ul><ul><li>Lack of senior exec support </li></ul><ul><ul><li>If the project objectives don’t matter to the exec, they won’t support </li></ul></ul><ul><ul><li>BA must ensure the exec define SMART measures and targets </li></ul></ul><ul><ul><li>SMART – the ‘T’ is To-Die-For! </li></ul></ul><ul><li>Changing requirements </li></ul><ul><ul><li>Measure of success for Business Analysts! Target: minimise. </li></ul></ul><ul><li>Lack of planning </li></ul><ul><ul><li>At least the analysis should be planned properly! </li></ul></ul><ul><li>Business Analysis – the analytics engine of your projects </li></ul>
  5. 5. Business Analysis Proverbs <ul><li>Delivery is not the best time to analyse requirements </li></ul><ul><li>Urban Wisdom </li></ul><ul><li>A factor present in every successful project and absent in every unsuccessful project is sufficient attention to requirements. </li></ul><ul><ul><ul><ul><ul><li>Suzanne & James Robertson </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Requirements-Led Project Management </li></ul></ul></ul></ul></ul>
  6. 6. Requirements Analysis Design Code/test 0 10 20 30 40 50 60 70 Average actual effort spent on each stage of the development cycle* *based on a study by Staffordshire University What is “sufficient attention to requirements”? (I)
  7. 7. Requirements Analysis Design Code/test 0 10 20 30 40 50 60 70 80 90 Average Proportion of Errors Built in During Development* *based on a study by James Martin What is “sufficient attention to requirements”? (II)
  8. 8. Relative Cost of Correcting Requirements Errors* *sourced from Barry Boehm What is “sufficient attention to requirements”? (III)
  9. 9. How Much Poor Analysis can £ Cost* <ul><li>Half of all bugs can be traced to requirement errors </li></ul><ul><li>fixing these errors consumes 75% of project rework costs </li></ul><ul><li>Maybe that’s why: </li></ul><ul><li>The average project exceeds its planned schedule by 120% </li></ul><ul><li>52.7% of projects will cost 189% of their original estimate </li></ul><ul><li>Only 16.2% of projects will be completed on time & on budget </li></ul><ul><li>30% of projects are cancelled before completion </li></ul>*Source: Calculating your return on investment from more effective requirements management IBM article Dec 2003
  10. 10. <ul><li>The typical project… </li></ul><ul><li>… expends least effort on change requirements analysis… </li></ul><ul><li>… which is where most errors originate… </li></ul><ul><li>… and whose errors cost most to fix! </li></ul>
  11. 11. So – projects are all doomed?
  12. 12. The tool for discovering new knowledge is the Scientific Method <ul><li>Construction of ‘theories’ </li></ul><ul><ul><li>Observation and experimentation of isolated facts and results </li></ul></ul><ul><ul><li>Creating generalised hypotheses </li></ul></ul><ul><ul><li>Testing hypotheses through observation and experimentation </li></ul></ul><ul><li>Methods and approach vary by discipline </li></ul><ul><ul><li>Physics Vs Psychology </li></ul></ul><ul><li>The top level process remains the same </li></ul>The tool for defining change requirements is...? There are many methods and approaches all for defining change requirements
  13. 13. Definition of terms for “Business Analysis” <ul><li>Business : why “Business”? </li></ul><ul><li>… should it be Change Requirements??? </li></ul>Analysis: “the process of breaking a concept down into more simple parts, so that its logical structure is displayed” (OED)
  14. 14. So how do you do analysis? <ul><li>You can pay your money and take your pick of the various methods & approaches </li></ul><ul><li>Our Training Taster Day gives examples of documentation for </li></ul><ul><ul><li>Problems/opportunity analysis </li></ul></ul><ul><ul><li>Objectives analysis </li></ul></ul><ul><ul><li>Requirements Analysis </li></ul></ul><ul><li>… but how is not the issue, proving that the analytical products deliver project objectives is </li></ul>
  15. 15. Chain Of Reasoning: <ul><ul><li>Change Requirements must be assumed to be wrong until they are proved to be right </li></ul></ul>Stakeholders Drivers Objectives Objectives Objectives Objectives Objectives Drivers Drivers Drivers Change Requirements Change Requirements Change Requirements Change Requirements Change Requirements
  16. 16. Scope of analysis of change requirements <ul><li>Change requirements can be for </li></ul><ul><ul><li>Processes </li></ul></ul><ul><ul><li>Organisation units </li></ul></ul><ul><ul><li>Locations </li></ul></ul><ul><ul><li>Data </li></ul></ul><ul><ul><li>Applications </li></ul></ul><ul><ul><li>Technologies </li></ul></ul><ul><ul><li>Non-functionals </li></ul></ul><ul><ul><li>… oh – and the valid intersections!!! </li></ul></ul>
  17. 17. All the Links in the Chain Of Reasoning The problems / opportunities that the business face The measures and targets that will enable us to declare the change project has been successful Driver Project Objective Project Requirement Business Rule Addressed as measured by Delivered by Enforces Definitions of what changes are required that will affect the measures of success (objectives) sufficiently for the project to be declared successful What rules must be implemented by the changes specified in the requirements Change requirements
  18. 18. How to forge links in the Chain Of Reasoning Problem / opportunity analysis SMART objectives Driver Project Objective Project Requirement Business Rule Addressed as measured by Delivered by Enforces Specific – there is a precise definition of the objective Measurable – there are units that the objective will be measured in Achievable – the measures can be achieved ‘in the real world’ Relevant –this project will actually affect this objective To-die-for – the project has failed if it does not achieve the objective Business… Functional… Non-functional… … high level … mid level Process model Process specification Non-functional specifications Data model Attribute specification … low level Change requirements
  19. 19. If… <ul><li>If you can map all your analysis to </li></ul><ul><li>components in the Chain of Reasoning </li></ul><ul><li>If there are no gaps AND no breaks in the chain </li></ul><ul><li>If those who can kill your project agree with your </li></ul><ul><li>analysis </li></ul><ul><li>Then your analysis is correct and what’s more you are a Business Analyst my (per)son. </li></ul><ul><li>Sorry Rudyard! </li></ul>
  20. 20. The secrets of doing Business Analysis <ul><li>Agree the analysis method and approach (if any!) you will use </li></ul><ul><li>Get some trained Business Analysts </li></ul><ul><li>Plan how, when and who to do the analysis </li></ul><ul><li>Do the analysis </li></ul><ul><li>Use the analysis products to develop and implement the solutions </li></ul><ul><li>Er – that’s it. </li></ul>
  21. 22. So – Business Analysis is needed… … what next? There are a number of steps to take to establish an operational Business Analysis function: Mentor and Support the B.A. Function Design the B.A. Function Recruit the B.A. Function Train the B.A. Function Equip the B.A. Function
  22. 23. How can BA Solutions help? Mentor and Support BA Function Design B.A. Function Recruit B.A. Function Train B.A. Function Equip B.A. Function <ul><li>Recruitment of permanent and contract analysts </li></ul><ul><ul><li>Source candidates internally and externally </li></ul></ul><ul><ul><li>Qualify CVs </li></ul></ul><ul><ul><li>Interview – conduct them or just assist with them </li></ul></ul><ul><ul><li>Assessment centres </li></ul></ul><ul><ul><li>Manage contracted analysts placed by B A S </li></ul></ul><ul><li>Training courses for analysts </li></ul><ul><ul><li>Training needs analysis </li></ul></ul><ul><ul><li>Fundamentals of Business Analysis </li></ul></ul><ul><ul><li>Process Modeling </li></ul></ul><ul><ul><li>Data Modeling </li></ul></ul><ul><ul><li>ISEB accreditation </li></ul></ul><ul><ul><li>Introduction to Testing </li></ul></ul><ul><ul><li>BPMN </li></ul></ul><ul><ul><li>Essential soft Skills for Business Analysts including Workshop Facilitation & Conflict resolution </li></ul></ul><ul><ul><li>Taster Day training – an intensive 1 day introduction to Business Analysis </li></ul></ul><ul><ul><li>Refresher day training based around your projects </li></ul></ul><ul><li>CASE tool recommendation - independent </li></ul><ul><ul><li>Assessment of requirements </li></ul></ul><ul><ul><li>Recommendations and benefits assessment </li></ul></ul><ul><li>Mentor and Support for analysts </li></ul><ul><ul><li>Phone and email post training </li></ul></ul><ul><ul><li>Refresher training </li></ul></ul><ul><ul><li>Facilitated workshops </li></ul></ul><ul><ul><li>Mentoring </li></ul></ul><ul><ul><li>Q/A reviews of analysis deliverables </li></ul></ul><ul><li>Design of the Business Analysis function </li></ul><ul><ul><li>Terms of reference </li></ul></ul><ul><ul><li>Business Analyst Profile </li></ul></ul>… and we can bespoke solutions for individual clients … try before you buy: BA Solutions Training Taster Day!
  23. 24. Who Are Business Analyst Solutions? <ul><li>BA Solutions are highly experienced Business Analysts </li></ul><ul><li>We have extensive practical experience in a wide range of industry sectors including retail, banking, utilities, software houses </li></ul><ul><li>We have worked in IT departments and within Businesses at every level from Majority Shareholder/Owner to Managing Director to shop floor workers </li></ul><ul><li>… and what is the Business Analyst Solutions vision? </li></ul><ul><li>To support the whole Business Analyst ‘life cycle’ and provide whatever services clients need in order to set up and run an effective Business Analyst function. </li></ul>
  24. 25. Why choose Business Analyst Solutions? <ul><li>Training material development and training delivery is all done by highly experienced and active Business Analysts </li></ul><ul><li>We are a niche supplier for all things related to Business Analysis and provide support end-to-end, not just training </li></ul><ul><li>We have a track record of high customer satisfaction (92% average) and references are available </li></ul><ul><li>We have worked in all major industry segments </li></ul><ul><li>We are adaptive to client requirements bespoking solutions as required </li></ul><ul><li>We know the value of doing effective Business Analysis </li></ul><ul><li>We care! We care about Business Analysis and do whatever we can do to get it being done effectively. </li></ul>
  25. 26. <ul><li>Come and see us on Stand 138 </li></ul><ul><li>If you would like to discuss anything further: </li></ul><ul><li>mail: [email_address] </li></ul><ul><li>phone: 07793 231428 </li></ul><ul><li>web: www.BusinessAnalystSolutions.com </li></ul>

×