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Aiming for excellence in business analysis

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Presentation made to Business Analyst World Conference in Wellington on September 1, 2009.

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Aiming for excellence in business analysis

  1. 1. Practice makes perfect<br />Aiming for excellence in business analysis<br />withDavid Morris CSM CBAPEquinox ITBusiness Consulting<br />
  2. 2.
  3. 3. Our organisations need a bigger bang for their buck<br />ICT spending<br />↓30%<br />
  4. 4. We are in a key position<br />
  5. 5. We need to get better at delivering<br />
  6. 6. We’ll review the challenges, how centres of excellence address them, and start our journey to excellence<br />
  7. 7. Let’s look at the challenges we face in delivering value for our organisations<br />
  8. 8. Chaos<br />
  9. 9. Cancelled projects down a quarter<br />CHAOS report, Standish Group<br />
  10. 10. Challenged projects down a fifth<br />CHAOS report, Standish Group<br />
  11. 11. Successful projects doubled<br />CHAOS report, Standish Group<br />
  12. 12. Definite improvement<br />CHAOS report, Standish Group<br />
  13. 13. Unsuccessful on two-thirds<br />CHAOS report, Standish Group<br />
  14. 14. Factors that contribute to failure<br />
  15. 15. Business analysts have influence over 80% factors affecting project success<br />CHAOS report, Standish Group<br />
  16. 16. Requirements, scope, business case<br />32%<br />
  17. 17. Engagement with end-users<br />24%<br />
  18. 18. Engaging with senior stakeholders<br />14%<br />
  19. 19. Competencies and leadership<br />10%<br />
  20. 20. Project management<br />20%<br />
  21. 21. It’s no better in New Zealand<br />
  22. 22. Maturity of BA practices in NZ<br />1<br />2<br />5<br />3<br />4<br />54%<br />Capability Maturity Model, CMMI<br />
  23. 23. Professional qualifications <br />66%<br />
  24. 24. Working at the tactical level<br />69%<br />
  25. 25. And like our colleagues everywhere, we’re also facing the challenge of agile approaches to project delivery<br />
  26. 26. Today, let’s take on those challenges<br />15<br />March<br />2009<br />Business analysis practices in NZ at level 3 maturity<br />
  27. 27. Centres of excellence<br />
  28. 28. Community of practice<br />Community of competence<br />Centre of excellence<br />Strategicalignment<br />Maturity<br />Support<br />
  29. 29. Highly-effective business analysts<br />Skills<br />Knowledge<br />Aptitude<br />7 Habits of Highly Effective People, Stephen R Covey<br />
  30. 30. Systems and structures<br />
  31. 31. .<br />.<br />.<br />e<br />v<br />i<br />Drive <br />t<br />p<br />Agile<br />toward more <br />a<br />d<br />structure<br />A<br />↘<br />Iterative<br />Project culture<br />↘<br />d<br />e<br />r<br />Drive <br />u<br />t<br />c<br />Waterfall<br />toward more <br />u<br />r<br />adaptive<br />t<br />S<br />Conformance to the plan<br />Rapid business value<br />...<br />Organisation culture<br />
  32. 32. Improve service levels<br />
  33. 33. Work at the strategic level<br />
  34. 34. Start the journey toward excellence<br />
  35. 35. Get buy in from the business<br />
  36. 36. Assess where you are today<br />
  37. 37. Organisation readiness<br />Dark ages<br />Tokenism<br />Payback<br />Partnership<br />
  38. 38. Which heading<br />
  39. 39. Get ready to scale strategic heights<br />
  40. 40. Now working regularly with senior business stakeholders, be willing to challenge the emperor’s clothes<br />
  41. 41. Monitor and adjust<br />
  42. 42. We need to get better at delivering<br />
  43. 43. Follow up<br />

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