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Business Value: is there something missing from the BA toolkit?

  1. “Business Value: Is There Something Missing from the BA Toolkit?” Laurence Lock Lee June 2012 Commercial in Confidence 1
  2. “Most business leaders have no faith in IT” - Computerworld 18th June 2012 Market research firm Vanson Bourne questioned 650 business and IT leaders 72 percent of the business leaders had no faith in IT helping them to hit their business targets two-thirds of the IT leaders acknowledged the lack of faith, with 67 percent saying they do not believe "that the business considers IT systems a help" Most business decision-makers (65 percent) do not feel that IT is helping them make the changes they require The vast majority of IT leaders recognised that their systems are not good enough, with 80 percent reporting that their IT is not performing well – Commercial in Confidence 2
  3. Business Value? Customer Intimacy Operational Efficiency Specialist Expertise – Commercial in Confidence 3
  4. Chains, Shops, and Networks Value Chain Efficiency Specialist Value Expertise Shop Customer Intimacy Value Network – Commercial in Confidence 4
  5. Trends in Governance Hierarchical Matrix Business Business Trend Control Management Network Technology Trend In-house data Distributed Pervasive centres Computing Computing Governance Trend Simple Complicated Complex CynefinSensemaking Framework – Commercial in Confidence 5
  6. Relationship Thinking Newtonian Thinking – Commercial in Confidence 6
  7. Hierarchies • Separating the application into smaller parts produces a hierarchy • Hierarchies are a fundamental concept in modelling – Commercial in Confidence 7
  8. Regnal, Andersson&Bergstrand – Commercial in Confidence 8
  9. Customer Intimacy? Specialist Expertise? – Commercial in Confidence 9
  10. The Problem: Decomposition Fatigue! …and the devil is in the detail! – Commercial in Confidence 10
  11. Why not try some “bottom up” – Commercial in Confidence 11
  12. Value Network Analysis Business Process Modeling • BPR, Six Sigma, Lean Manufacturing • Remove process variation, Implement standard processes • Drive efficiency. Value Network Modeling • Maximising the value achieved from business relationship networks • Drive effectiveness – Commercial in Confidence 12
  13. VNA Mapping Rules • Ovals are Roles • Arrow identify a value flow • Solid lines are tangible value • Dotted lines are intangible value Source: Verna Allee – Commercial in Confidence 13
  14. Lets try it! – Analysing the Work of the BA…. Select •Identify stakeholder and those who have relationships with these. Mapping •Determine perceived current strength of the relationship. Stakeholders •Determine the stakeholder’s level of influence. Influence Map •Determine the stakeholder’s perceived level of advocacy. Value Flow •How does value flow between people/roles? •What is important for these people? Analysis Management •What are their goals and do they conflict? •Segment value flows into prioritisation matrix Action Planning •Identify specific actions (SMART) which will generate maximum value. •Execute Stakeholder Management Action Plan Implementation •Monitor relationship health over time – Commercial in Confidence 14
  15. Who Are Our (BA) Stakeholders? – Commercial in Confidence 15
  16. Let’s Map Our Stakeholders…. High 5 4 Influence 3 2 Low 1 1 2 3 4 5 Low Advocacy High – Commercial in Confidence 16
  17. Two Types of Value Intangible Non- contracted “Extras” E.g. tips, feedback, references, recommendations, predicti ons Tangible Contracted Expected E.g. Products, Services, Reports, Money – Commercial in Confidence 17
  18. Two Roles Business IT Developer Analyst – Commercial in Confidence 18
  19. Business Analyst ?? – Commercial in Confidence 19
  20. ?? Business Analyst – Commercial in Confidence 20
  21. Model Transformations – Commercial in Confidence 21
  22. Benefits Gained? • “Intangibles” are made explicit and accountable (new value) • “Value Flows” become “deliverables” for which roles are accountable for, independent of if a system is being built or not (new value) • Can move directly to “should-be” case • Can equally well for all value scenarios (chains, shops and networks) • Can be transformed for inclusion in ‘top down’ systems specification – Commercial in Confidence 22
  23. – Commercial in Confidence 23
  24. References • Paper supporting this presentation: • Stakeholder Engagement: • General: • Value Networks: – Commercial in Confidence 24

Editor's Notes

  1. I guess you’re here because perhaps your digested the BAbok but your still not loved by your clients?Introduce Optimice, Acknowledge IRM, 36 years in ITMost of this session is a workshop …. Last thing you want is for me to lecture to you for 75 minutes! I’m a fan of action learning.
  2. Not hard to find IT bashing stories….. So what going on?
  3. APQC frameworkWhat is the business logic for your firm?Which area is IT good at?
  4. IT is Chain and Process obsessed!....see misalignment.Doctor example in Value ShopTelecom call centre for Customer intimacy
  5. Relationship thinking is ‘holistic’….eastern medicine example acupuncture….Non-Newtonian response to complexity
  6. Traditional BA approach
  7. Still there with newer approaches…..
  8. Swimlane chart becoming ubiquitous BA deliverable, but does it address address non-efficiency business goals?
  9. The work quadruples with each new level of analysis….. but the ‘devil is in the detail!’
  10. Having set the seen I better have an answer … and that is to mix in some bottom up analysis.
  11. Note the ‘Delta’ is the effectiveness (expertise) and Customer Intimacy …. Is a complement, not a replacement.
  12. Without the dotted lines we have an object interaction chart…..more later.
  13. Action Leaning part…..
  14. List on board initially…
  15. Place each one…..size by attention on scale 1 to 5 (most)
  16. “Social Contract” concept
  17. Pick some important stakeholder relationships….. Say 3 for the BA but also choose 2 non-BA roles to do.
  18. Draw the value flows (tangible and intangible) on the board.