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BA and Beyond 20 - Rainer Wendt - An Authority vs In Authority

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How valuable and attractive are new skills like "Business Analysis"?

Job advertisements often ask for very special roles such as "Online Product Manager (m/f/d)" or "Business Developer (m/f/x)". The fact that these roles often have large overlaps in their skill requirements is not always clear to HR managers or interested parties. Thus, suitable employees are not found or employees are not aware of suitable vacancies. Rainer Wendt uses a business analysis skills catalogue to show how versatile these skills can be in a company and how many roles can be successfully filled with them. A rethink of skill orientation in recruiting can open up new perspectives for both recruiters and applicants.

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BA and Beyond 20 - Rainer Wendt - An Authority vs In Authority

  1. 1. The role of a Business Analyst Source: BABOK v3 Company Need Cost/Benefit Delivering Value Design & WorkGo/No Go Decision Go Live Vision Project Live 2Source: BABOK v3 & masVenta Business GmbH
  2. 2. The Guide to Business Analysis Body Of Knowledge • The “Gold Standard” for Business Analysis • ~500 pages, 6 +1 knowledge areas • Many techniques and best practices • Integrated study with additional literature is recommended • Current version 3.0, released April 15th, 2015 • Hardcopy or personalized PDF (free for members) 3Source: BABOK v3
  3. 3. Definition: Business Analysis is… “…the practice of enabling change in an enterprise [context] by defining needs and recommending solutions that deliver value to stakeholders” Source: BABOK v3 4 BABOK® v3 - Core Concept Model (BACCM TM).
  4. 4. IIBA Core Compentency Model V4 5
  5. 5. The CBAP® Certificate • Globally accepted certificate for professional Analysts, Architects or Consultants, the “Gold Standard” for Business Analysis • Certified CBAP® have at least 5 years experience in Business Analysis, i.e., they are experienced senior professionals. • Many CBAP® have a good knowledge in project management; most of them have worked in “hybrid” mode as BA and PM. • Business Analysis is most popular in branches like Banking, Insurances and Telecommunications, other branches follow. • BAs should have good Domain knowledge, but the certificate is independent from branches, strongly IT focused. • Nearly 10.000 CBAP® worldwide, growth rate > 15% • Central Europe is significantly behind. • CBAP® Exam: 3,5 h multiple choice with 120 questions, provided by accredited examination centers and as proctored online exam • Cost for application and exam is around Euro 500,- 7
  6. 6. 8Quelle: BABOK v3
  7. 7. The 6th Perspective: Business Analysis for Service Design •ROI and Profit •Low risks and losses •Low-cost operation •Data protection •Data security •Legal conformity •Adhering standards •Sustainability •Reliability •Adaptability •Extendability •Scalability •Low complexity •Low cost •Reliable •Trustworthy •Modern, state-of- the-art •Smart, Clever •Exciting Customer Experience Maintenance & Changes Invest, Costs & Profit Security & Conformity Customer consumes services Provider offers services
  8. 8. The next big challenge: Customer Data Integration Data Exchange vs. Data Protection Customer Data needs to be available across service providers Customer Data are to be protected according to GDPR The challenging antagonism 10
  9. 9. Travelling example: a real-life service challenge Home Car Train Plane to Belgrade Taxi Hotel Walk Speech Airport Hotel Plane to Stock- holm Train to Solna Hotel Training Plane to DUS Train Car Home 11
  10. 10. 12
  11. 11. The Double Diamond A Service Design Process Model by The Design Council, UK, 2013 Discover Define Develop Deliver 13
  12. 12. Business Analyst Design Thinking Expert UX Analyst Customer Experience Specialist Service Designer Product Manager Product Owner Portfolio Manager 9 Skill-Sets/Roles for Service Design a BA can have Marketing Manager Process Manager 14 Discover Define Deliver Develop
  13. 13. Skill-Set/ Role Responsible for Tasks and Outcome Normal BA Skill Marketing Manager Identifies Target Customer and creates a tailored value proposition, advertises and tracks Portfolio Manager Selects best projects in terms of strategic fit and expected benefit, recommends invests Product Manager Owns the product, determines and maintains products life cycle, has the customer view and as well sales & marketing view Design Thinker Freely thinks about new ideas, explores and experiments, customer value driven, creates prototypes and provides first feeling of potential user acceptance of new ideas Service Designer Designs a service from users perspective, balances cost/benefit to achieve a profitable final steady state of a whole end-to-end service CX Specialist Focuses on customer touchpoints, driven by customer satisfaction, continuously optimises the customer experiences UX Analyst Technical User Interface design, human – machine interface, graphical user interfaces (GUI), keyboard and mouse usage, ensures adherence to standards Process Manager Owns the process behind the service, documents, models and continuously improves the process. Creates BPMN process models, data flows, RACI sheets etc. Ensures compliance Product Owner Value driven prioritisation and steer of features in the software manufacturing process (Scrum). Empowered voice of the customer, decision maker 15
  14. 14. 8 Core Competencies for Digital Business Analysts Understanding Strategy Understanding the Customer Experience (CX) Reimagine Business Processes Embrace Agility Stakeholder Collaboration Strategic use of data Understand Technology Embrace product management Source: Podcast w/ Ken Fulmer, CEO IIBA, October 2018 http://masteringbusinessanalysis.com/mba169-digital-business-analyst-competencies/ 16
  15. 15. 8 Competencies for Digital Business Analysts 1. Understanding strategic imperatives: It all starts with an understanding of what your organization’s strategic imperatives are about. This allows you to bring the strategy down to actionable initiatives and provides clarity into the outcomes we’re trying to achieve. 2. Understanding the customer experience: Focusing on the customer experience requires adopting an outside in focus. Understanding the customer and the challenges they face (using tools such as Customer Journey Maps) allow you to take that outside in approach and create solutions your customers need, want, and love. 3. Reimagine business processes: The digital space moves quickly. In many cases, you may not only need to improve a process, but also completely reimagine a process and create disruption in your industry. To be successful, you need to understand business processes, how to analyze processes, develop new processes, and drive organizational change. 4. Embrace agility: Embracing agility goes beyond the frameworks such as Scrum or Kanban and includes an understanding of Lean mindset and practices. We can harness the power of Agile and Lean thinking to bring about change. 5. Continuous stakeholder collaboration: While stakeholder engagement is core to business analysis in any environment, engagement activities need to be continuous in a digital environment. The evolutionary and experimental approach with Agile and digital will require frequent feedback and conversations with stakeholders. 6. Strategic use of data: One way to enable better collaboration with stakeholders and understand customers is through data. We collect a lot of data about our customers; through our interactions and through social media. Using data analytics to interpret that data and better understand our customers allows us to build better solutions. It also allows us to take an evidence based approach to decision making. 7. Understand technology: You don’t need to understand technology at a software engineer level, but understanding technology will allow you to find new ways of working and new capabilities for your organization. You need to be able to work with business leaders and help them understand what is possible. 8. Embrace product management: More and more organizations are shifting from projects to product thinking. As Business Analysts, we need to understand how to work with Product Owners and sometimes serve as a proxy for the Product Owner. We need to be accountable for the outcomes resulting from our products and establish a deep understanding of our customer and their needs. Source: http://masteringbusinessanalysis.com/mba169-digital-business-analyst-competencies/ 17
  16. 16. Summary – Business Analysis Skills Sharp Business Analysis skills are indispensable for various roles in companies, as many employees do “Business Analysis“ day by day, even if they do not name it Business Analysis Rather than trying to achieve to being in an official role of a Business Analyst, professionals should better go for broad and excellent Business Analysis skills to support company strategy and development
  17. 17. www.ba-day.com http://ba-day.com/index.php/tickets/ 29. / 30. April 2021

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