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Бизнес аналитик - решение проблем и внедрение изменений

  1. 1. @cornerless Бизнес аналитик - решение проблем и внедрение изменений
  2. 2. @cornerless Безуглый Дмитрий • НТТУ «КПИ» 1998 год. ВМК . Инженер - Системотехник • Около 20-лет опыта участия в проектах по созданию и развитию различных систем и продуктов. • Max масштаб проекта 50 инженеров, около 30 чел-лет. Разработка ПО • Max бюджет проекта 2,5 млн долл. (ЦОД) • Max ROI проекта 400% ( Инвестиционный проект) • Основатель компании «Системный Подход» с 2008 года • Тренер/Консультант • Более 900 участников тренингов • Десятки реализованных проектов
  3. 3. @cornerless
  4. 4. @cornerless
  5. 5. @cornerless Определение бизнес- потребности Анализ бизнес- потребности Формирование требований Формирование архитектуры Экспертиза и контроль реализации требований Оценка удовлетворения бизнес-потребности • Выявление изменения • Определение заинтересованных лиц • Оценка влияния изменения • Категоризация изменения • Определение взаимосвязи потребности и бизнес-целей • Формирование подходов к удовлетворению бизнес- потребности Описание бизнес- требований Детализированное описание требований Архитектура целевого решения Отчеты об удовлетворенности бизнеса • Приоритезация • Определение взаимосвязей и взаимовлияния • Создание моделей для коммуникации с заинтересованными лицами • Определение выгод • Создание бизнес- кейса • Валидация требований • Оценка рисков • Формирование показателей • Дальнейшая детализация требований • Аллокация на элементы решения • Экспертиза предлагаемого решения • Оценка стоимости реализации требований и сопоставление с выгодами • Непрерывный контроль реализации требований • Предоставление экспертных заключений • Анализ результатов проекта • Оценка ценности и работоспособности решения (Value and Performance) • Выявление недостатков/ проблем • Пересмотр требований в связи с изменением целей, контекста Экспертные заключения Описание бизнес- потребности • Создание бизнес- кейса • Формирование целевой архитектуры в периметре потребности, на основе результатов GAP-Анализа • Определение состава целевых решений • Формирование концепции для каждого из целевых решений
  6. 6. @cornerless ПО Виды требований и ключевые активности по их определению 19.04.2015 центр 720 9 Определение Бизнес возможности Бизнес Анализ Анализ Решения BCase БТ, ФТТ ТЗ Бизнес цели и Бизнес задачи Бизнес требования (Operational Reqs) Окружение предприятия Подсистема А IT Система Подсистема B Организационные (бизнес) операции Системные операции Системный Анализ Системный Анализ (ПО) ЧТЗ ИТ задачи ЧТЗ Бизнес Задачи Стратегические задачи
  7. 7. @cornerless Область РешенийОбласть проблем 2014 Управление требованиями становится мудреным (сложным) 19.04.2015 Разработка требований к ПО 10 10 Бизнес цели и задачи Характеристики решения (Features) Требования пользователей Архитектурные требования Функциональные требование Ограничения Требования переходного периода Требования Заинтересованных сторон Бизнес Решение Модель использования Бизнес Сценарии/Процессы ИТ Решение Первичныетребования
  8. 8. @cornerless Управляемое изменение Окружение Компании Организационные (бизнес) процессы Функции системы ИТ Системы Текущее состояние Окружение Компани Организационные (бизнес) процессы Функции системы Целевое состояние Б. Цели Б. Задачи Б Тр ФТТ БизнесРешение ТЗ ТП ИТРешение ИТ Системы Сервис Сервис
  9. 9. @cornerless 2014 Многие поймут, что, быть "Agile" это компетенция, а не методология 2015 «Гибридный» Бизнес Анализ. … Agile будет продолжать проникать в новые части организации, создавая гибридные среды и много хаоса на этом пути.
  10. 10. @cornerless Agile @cornerless
  11. 11. @cornerless Управление требованиями становится все более сложным.
  12. 12. @cornerless Во многих проектах происходит слияние ролей руководителя проекта и бизнес аналитика. Бизнесу необходима диная точка ответственности за результат.
  13. 13. @cornerless Все чаще и чаще бизнес аналитики и системные аналитики выполняют задачи друг друга. Размывается и без того нечеткая граница между системным аналитиком и бизнес аналитиком.
  14. 14. @cornerless ИТ без ДИТ. Бизнес стремится решать свои проблемы напрямую выбирая поставщика ИТ услуг.
  15. 15. @cornerless В бизнес структурах появляется свой центр компетенции в ИТ . Сегодня такого человека называют представителем ИТ.
  16. 16. @cornerless Одно из ключевых ожиданий бизнеса от подобной трансформации - Проактивное создание возможностей для повышения эффективности и создания конкурентных преимуществ.
  17. 17. @cornerless Текущие проекты требуют постоянного контроля с точки зрения реализации стратегии компании.
  18. 18. @cornerless • Гибкие технологии распространяются во все новые и новые области организаций. • Скорость создания решений зачастую опережает скорость анализа создает потребность в непрерывном ( гибком) анализе.
  19. 19. @cornerless Водопадная модель работы над системами и требованиями уступает место Командной работе над будущими изменениями в команде И многие участники в команде будут обладать Компетенциями в Бизнес анализе
  20. 20. @cornerless И теме не менее . Сейчас один из самых лучших моментов для Бизнес Аналитиков
  21. 21. @cornerless Организациям как никогда раньше необходима проактивная работа над внешними вызовами и изменениями. И это теперь работа BA.
  22. 22. @cornerless Стратегический анализ изменений необходимых для организации становится непрерывным. И это теперь работа BA.
  23. 23. @cornerless Необходима фасилитация принятия групповых решений в команде реализующей изменения. И это теперь работа BA 
  24. 24. @cornerless Необходима фасилитация принятия групповых решений в команде реализующей изменения. И это теперь работа BA 
  25. 25. @cornerless Самым медленным и трудным процессом является трансформация культуры и работа с эмоциями людей в бизнесе. Агент изменений одна из перспективных ролей для BA
  26. 26. @cornerless Король умер, да здравствует король. Архитектура предприятия возрождается из пепла в новом качестве управления корпоративными знаниями о технологической архитектуре с целью обеспечить необходимую скорость принятия решений.
  27. 27. @cornerless В организационной структуре появляются роли : Бизнес Архитектор, Архитектор предприятия и то куда попадают лучшие из BA
  28. 28. @cornerless Что останется неизменным ?
  29. 29. @cornerless 33 Бизнес анализ. Определение • Набор задач , процессов , методов • для изучения • структуры, • принципов работы • и операционной деятельности • организаций • с целью • нахождения решений, • которые • позволят данным организациям • решить проблему • или достичь определенных целей. Бизнес и системны анализ и теория систем
  30. 30. @cornerless 2014 Бизнес-анализ продолжает превращаться в профессию с четкой карьерой в крупных организациях. 2015 Стратегический BA. Сохранение соответствия текущих проектов со стратегическими целями и задачами требует подхода снизу-вверх. Управление портфелем проектов (PPM) совершило большие шаги вперед, так как организации были вынуждены тщательно рационализировать свои проекты и ресурсы.
  31. 31. @cornerless 2014 -2015 Бизнес-аналитикам по прежнему будет не хватать поддержки руководством в профессиональном плане ( Коучинг & Менторство)
  32. 32. @cornerless Трендовые доклады конференции • Шаблонизируй это. Как паттерны требований облегчают жизнь аналитика • При этом зачастую аналитик не знает - что именно важно для проектирования интерфейсов и взаимодействия, а главное - какую информацию нужно предоставить проектировщику для работы. • Традиционный бизнес-анализ становится всё менее пригодным для передовых проектов современности. Он слишком медленный для непрерывной итеративной разработки и возлагает слишком много ответственности на отдельных лиц, делая их узким местом процесса и ощутимо снижая качество принимаемых решений.
  33. 33. @cornerless The Top 10 Business Analysis Trends for 2015 • Between a cloud and a hard place. • The strategic BA. • The hybrid BA. • Managers will ignore BAs at their own peril. • The BA change agent. • Run! Business analysts and other project professionals will continue to avoid conflict. • IIBA does well. With 28,000 members under their belt, a new strategic vision in place, and version 3 of the BABOK • EA connects the dots. • Culture Shock. To perform their roles more effectively BAs will need to have a better understanding of organizational culture and how it influences requirements and project success. • Predictive analytics are the future, we predict. http://www.modernanalyst.com/Resources/Articles/tabid/115/ ID/3146/The-Top-10-Business-Analysis-Trends-for-2015.aspx
  34. 34. @cornerless TOP 10 BUSINESS ANALYSIS TRENDS FOR 2014 • Business analysts and systems analysts will need to develop interchangeable skill sets. • Many will realize that being “Agile” is a competency, not a methodology • The role of the BA and PM will continue to overlap in small to medium-size organizations. • BAs will get in on the action early and often. (Integrated Team Approach) • Requirements management gets sophisticated. WWW.ESI-INTL.COM
  35. 35. @cornerless TOP 10 BUSINESS ANALYSIS TRENDS FOR 2014 • Business analysis continues to emerge as a profession with a career path in larger organizations. • More and more, project sponsors will learn about BA. • BAs become cool. • Enterprise architecture comes back to life. • There are plenty of cloudy days ahead, and those clouds are filled with apps.
  36. 36. @cornerless Спасибо за внимание ! Дмитрий Безуглый +7 915 09 09 700 https://www.facebook.com/ dmitry.bezuglyy bdl@system-approach.ru ООО «Системный Подход» https://www.facebook.com/ SystemApproach www.system-approach.ru ООО "Системный Подход" 40
  37. 37. @cornerless

Editor's Notes

  • При решении сложных творческих задач нельзя обойтись без сильного, можно сказать бойцового характера и независимого мнения. Однако дух борьбы «до победного», который так полезен в борьбе с проблемами и вызовами «выливается боком» при взаимодействии с командой и тем более руководителем.
    Хорошо когда «борьба» таких специалистов направлена в конструктивное русло, однако зачастую …
    Несколько простых техник могут помочь не только избежать непродуктивного конфликта, но и избежать пожара (настоящей войны), результатом которой может стать только увольнение специалиста и/или горе руководителя. В докладе будет рассмотрена как физиология конфликтной ситуации так и ее взаимодействие с «боевым» характером.
    Для кого
    Для всех кто обладает «боевым» характером или по долгу «службы» сталкивается с необходимостью разрешать подобные ситуации.
  • Окружение —  уровень реакции (Что? Кто? Где? Когда? С кем? У кого?) — условия, среда обитания, окружающий мир, предметы, люди, места, даты, сроки, и все, что нас окружает в повседневной жизни.
  • Many will realize that being “Agile” is a competency, not a methodology
  • Кто такой ИТ представитель бизнеса и как он связан с ролью БА ?
    Как построить отношения с бизнесом ? 
    Как выстроить взаимоотношения  с центрами компетенций ?
  • Business analysis continues to emerge as a profession with a career path in larger organizations.


    The strategic BA. Keeping existing projects in alignment with current business objectives will increasingly require a bottom-up approach. Project portfolio management (PPM) has taken big strides forward over the past few years as organizations have had to carefully rationalize their projects and resources.
  • Managers will ignore BAs at their own peril. Business analysts will continue to be ignored by their managers.

    Менеджеры будут игнорировать BAS на свой страх и риск. Бизнес-аналитики по-прежнему будут игнорироваться их руководителей.
  • Between a cloud and a hard place. As cloud-based solutions continue to flood the market, business analysts will continue to find themselves struggling to match the requirements of the business with the very real limitations and challenges of cloud-based platforms. Though they solve a lot of problems, cloud-based solutions carry with them some very real limitations. As customization gives way, and centralization wins over complexity, the expectations of business owners will need to be managed. As the hype around the cloud heads into the stratosphere, business analysts will need to become very adept at identifying, communicating, and managing the gaps between the expectations of project sponsors and the very real constraints of cloud-based platforms.
    The strategic BA. Keeping existing projects in alignment with current business objectives will increasingly require a bottom-up approach. Project portfolio management (PPM) has taken big strides forward over the past few years as organizations have had to carefully rationalize their projects and resources. PPM processes rely on a top-down approach where portfolio decisions are made in the boardroom and then permeate down to project selection and funding. In many instances these processes do not keep pace with market velocity and dynamics, and the shifting organizational priorities that follow. When misalignment occurs, projects ultimately pay the price. To fill the gap, project organizations will need to establish bottom-up validation processes that ensure project deliverables are validated against both project requirements and against the strategic requirements of the business. Integrating strategic validation at the project level adds a needed, real-time layer of alignment that ensures a continuous link exists between strategy and execution. Savvy BAs will jump on the opportunity to play a more strategic role in the business and will develop the requisite skills needed to do it well.
    The hybrid BA. New innovative business models and technologies will continue to push Agile into traditional waterfall environments, forcing business analysts to work in mixed environments. With many industries undergoing rapid changes, project management methods that allow for accelerated development and rapid learning will become even more critical to the business. Historically stodgy industries like financial services and healthcare are being forced to employ new business models to keep up with increasing customer expectations around convenience and cost. These and other industries will look toward technology-based solutions to deliver products and services closer to the customer in more assessable and collaborative ways. As existing project methods become strained by the need for speed, Agile will continue to creep into new parts of the organizations, creating hybrid environments and a lot of chaos along the way.
    Managers will ignore BAs at their own peril. Business analysts will continue to be ignored by their managers. In a recent ESI Interpersonal and Leadership survey of over 500 project professionals, the number one ranked skill respondents wanted from their manager was the ability to coach and mentor them. The survey revealed that the top three skills required to successfully lead project professionals were: coaching and mentoring (52%), setting goals and expectations for team members (47%), and the ability to motivate team members (36%). The survey also asked about the greatest deficiencies project professionals found in their managers. Unfortunately, again the number one response was coaching and mentoring. According to the survey, the top three deficiencies were: coaching and mentoring (42%), delegating authority effectively (39%), and activity leading change in the organization (33%). Managers of project professionals are busy people who typically manage projects as well as project professionals, so it is understandable. With that said, coaching and mentoring is instrumental to the success of project professionals and those who don’t make time to focus on their staffs will likely fall victim to the oversight.
    The BA change agent. The disciplines of change management and project management will continue to merge and consequently expand the role of the business analyst. Inherently projects are about change. No project has “steady-state” as its goal, yet historically change management and project management have been viewed as completely separate disciplines. Projects have been entirely about delivering requirements on time and on budget with the assumption that these outcomes deliver business value in the end. It’s a perspective that has, somewhat, ignored the underlying purpose of any project – to move the business forward. It’s a subtle but important disconnect. If asked, how many executives would prefer a project manager or business analyst who believes the end game is project outcome and not business value? Probably not many. Most people would tell you that a good business analyst has strong business acumen, and is very capable of challenging project deliverables that seem misaligned to project requirements. But in the end, that is not the expectation. The true objective is to deliver business value and for BAs that means understanding how project outcomes translate to changes in behavior and what is required to make that happen. Though most projects are not currently scoped this way, this will change as the two disciplines continue to merge and change management is built into the project scope. As this occurs, business analysts who understand effective change management concepts will be situated as an important link between strategy and execution.
    Run! Business analysts and other project professionals will continue to avoid conflict. This is not a hard prediction to make since most of us avoid uncomfortable situations– it is just human nature. Unfortunately, fear of conflict can plague project performance, which depends on candor and transparency, both of which are often followed by difficult conversations and potentially conflict. The ESI Interpersonal and Leadership survey validated the impact. Of the 500 project professionals who responded to the survey, 36% of them ranked having difficult conversations and conflict management in the top three skills lacking in most project professionals. Beyond our natural tendency to avoid conflict, other factors promote this behavior, including closed management styles and cultural tendencies to “shoot the messenger”. Business analysts are the tip of the spear when it comes to identifying and communicating misalignments and it is critical that they become effective at managing the difficult situations and conflict that can result from transparency.
    IIBA does well. With 28,000 members under their belt, a new strategic vision in place, and version 3 of the BABOK due in April, IIBA seems positioned very well for 2015. Since 2009, IIBA has almost quadrupled their membership base (from 7,700 members to 28,000) and that is not bad when one considers the economic environment in which they achieved their growth. Equally impressive is the number of global chapters they have up and running and the level of corporate sponsors they have been able to attract (110 and 220, respectively). Building an association from the ground up is not for the faint-hearted, and though there certainly have been some bumps in the road, overall IIBA has done an excellent job of promoting and supporting the profession. So here is a shout out to the IIBA—the BA community is fortunate to have their support.
    EA connects the dots. In the coming year we will see enterprise analysis advance as a discipline and take a bigger role in connecting business strategy with the work it takes to deliver it. As markets become more dynamic, the need for quickly analyzing potential solutions and prioritizing them based on cost-benefit has never been greater. As business leaders continue to adapt to the increasing volatility and velocity of markets they are, necessarily, getting better at connhttp://www.modernanalyst.com/Resources/Articles/tabid/115/ID/3146/The-Top-10-Business-Analysis-Trends-for-2015.aspxecting the dots between strategy and execution. Consequently, as a discipline that bridges the gap, enterprise analysis will make inroads in the coming year. As more organizations take notice and better understand critical links between strategy and execution, the discipline can only benefit.
    9. Culture Shock. To perform their roles more effectively BAs will need to have a better understanding of organizational culture and how it influences requirements and project success. The impact of organizational culture on project execution is not well documented, but we predict the subject will find a bigger audience in the coming year. Having a project culture is fundamental, but it may not be enough if the overall culture of an organization is at odds with the types of project it undertakes. Success is difficult to come by in organizations where disconnects exist between culture and the strategy. Often, when this is the case, project execution suffers and sponsors are left shaking their heads as to why. Organizational cultures strongly influence working relationships, and some types of relationships may impede successful execution. For instance, an organization with a rules-based culture may be at odds with an effort to build high levels of intimacy into its customer engagement process. Consequently, a project linked to a misaligned implementation like this might carry significantly more risk than a project tied to a process improvement effort, for instance. In the end, business analysts do not have much to say about the organization’s strategy or the projects it chooses to undertake. Identifying cultural disconnects, however, may help them better define requirements and recognize risks that might otherwise go unnoticed.
    10. Predictive analytics are the future, we predict. Business analysts and enterprise analysts will need to become well versed in the art and science of predictive analytics if they wish to stay ahead of the game. The field of predictive analytics has been around a long time, but the discipline is exploding now as big data becomes a core function in virtually every organization, and as the interrelationships of the web are becoming better understood and exploited by some very smart people. Predictive analytics is not just about mining data and using it to predict future events; it also encompasses areas such as descriptive-modeling and decision-modeling, both of which are very useful tools to BAs and EAs who need to quantify relationships and better understand how decisions might impact future outcomes. New technologies are coming online every day, and savvy practitioners would do well to embrace the key concepts behind predictive analytics and build core competencies in the discipline.

  • The role of the BA and PM will continue to overlap in small to medium-size organizations. The cold, hard reality is that small and medium-size organizations need to load balance, especially as it relates to BAs and project managers (PMs). In these environments, where resources are scarce, BAs need to gather requirements and put them into production. Likewise, PMs need to adopt a “just do it” approach, sharpening their skills on elicitation techniques and developing SMART requirements — those that are specific, measurable, agreed-upon, realistic, and time-bound.

    BAs will get in on the action early and often. Bringing in BAs early can yield significant benefits, particularly for mission-critical projects. This is because BAs are able to provide context to the project and because they become more vested and “take the journey” as core members of the project team, not an extension to it. Projects will benefit from more continuity and from more opportunities to influence, persuade, and lead stakeholders from the very beginning. This is particularly true when using an Integrated Project Team (IPT) approach. More and more, IPTs are proving their worth, and getting the BA in early can help ensure that the project gets off on the right foot.
    Requirements management gets sophisticated. Organizations are moving away from creating huge, monolithic business requirements documents — you know, the kind that make a THUD when they hit the conference table. It’s bad news for contractors, because the louder the THUD the higher the price! But technology is changing all that. Documents are being managed and shared through Web-based portals like SharePoint that allow for easier access, review and feedback. More importantly, these Web-based portals allow requirements to be collected and managed interatively for better traceability and quality control. And because the technology is scalable, small and medium-size companies can enjoy the benefits as well.
  • Business analysis continues to emerge as a profession with a career path in larger organizations. In much the same way that project management wasn’t a unique job 10 or 15 years ago, BAs face similar struggles today. However, a growing number of organizations are recognizing business analysis as a career path with defined tracks — junior, senior BA, enterprise analyst, enterprise architect, etc. Perhaps more importantly, BAs are finding other trajectories within the business management ranks because they are finally being recognized and rewarded for their knowledge of the business.

    More and more, project sponsors will learn about BA. According to our research, senior stakeholders such as sponsors, decision-makers, and executives are more likely than ever to take a BA course. Why? We think it is because they realize that solid requirements are the foundation for a successful project. This is great news for BAs because a more educated sponsor can only result in a higher level of support and a deeper level of compassion for the requirements process.

    BAs become cool. As organizations and systems become more complex and more highly integrated, the need to get the requirements right the first time becomes more important. Trends in mobile computing, big data, and security all put the BAs front and center — there’s never been a better time to be a BA!
    Enterprise architecture comes back to life. Was it ever really dead? Having highly paid enterprise architects on staff didn’t sit well with management in the global recession. They made too much money, and their focus was too long term. Consequently, many of them were “shown the door” as the business turned to more tactical concerns. In many cases, though, that short-sighted strategy has come back to roost. Now more than ever, organizations need people who know big data analytics, data architecture, and data management. BAs looking for advancement may well find their payday in the enterprise architecture role.

    Cloud computing is here to stay, and with an increasing number of cloud-based applications so are BAs who understand how to do the tough job of requirements analysis for native cloud applications. The naysayers were wrong, so climb aboard and watch your career float to the stratosphere.

  • Способности — уровень источников и направления движения (Как?) — уровень знаний и опыта, которые стоят за нашим непосредственным восприятием окружения, объединения различных ресурсов, алгоритмов и стратегий, стоящих за поведением.
  • The BA change agent. 
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