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Struggling to define the ba role july 2008 v2

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Struggling to define the ba role july 2008 v2

  1. 1. Struggling to define Business Analysis & the Changing role of a BA (requirements elicitation, to change manager and trusted advisor) Maria (Murphy) Horrigan Account Director Health & Human Services Regional Lead Business Analysis BA World Symposium July 2008
  2. 2. ...previously, on Heroes <ul><li>Business Analysis: </li></ul><ul><li>In an agile environment </li></ul><ul><li>Tools, practices, methodologies </li></ul><ul><li>Career path </li></ul><ul><li>Core competencies </li></ul><ul><li>Organisations, alignment and membership </li></ul><ul><li>Certification bodies </li></ul><ul><li>Business-critical roles </li></ul><ul><li>... who are these guys? </li></ul>
  3. 3. <ul><li>BAs apply different powers and abilities in order to deliver on critical client needs – on projects, systems or processes </li></ul>Heroes is a television show produced by NBC. This presentation was for educational purposes only and is NOT in any way, shape, or form affiliated with NBC , Tim Kring , or any other persons or organizations responsible for the production of Heroes, all trademarks and copyright belong to their respective owners .
  4. 4. “ I can’t stand to fly, I’m not that naive” <ul><li>Not about being Superman and coming in to save the day… </li></ul><ul><li>It’s not about taking over another project members role, it’s about the expertise and tools we can offer </li></ul>Five for Fighting – “Superman”
  5. 5. Save the cheerleader, save the world! <ul><li>What powers and abilities do BAs need to help make stuff happen? </li></ul>
  6. 6. Hiro Nakamura - <ul><li>Manipulate Time and Space </li></ul><ul><li>Need to go back and analyse what has happened in the past </li></ul><ul><li>Jump to see the future to inform the present </li></ul><ul><li>Not just show the way but help others to get there </li></ul>
  7. 7. Micha Sanders <ul><li>Techno path </li></ul><ul><li>Understand what systems can do to deliver outcomes for people </li></ul><ul><li>Know what is possible </li></ul><ul><li>Understand the business context, requirements, data modelling and processes involved </li></ul>
  8. 8. Matt Parkman <ul><li>Telepath </li></ul><ul><li>Mind reader “get inside peoples heads” </li></ul><ul><li>Its good to have BA dedicated to knowing what the business and users want from the system </li></ul><ul><li>Sometimes client doesn’t know what they want…only what they don’t want </li></ul>
  9. 9. D.L Hawkins <ul><li>Phasing </li></ul><ul><li>A BA who can walk through walls of organisational silos </li></ul><ul><li>A BA who can talk to the business as well as the developers and translate between the two </li></ul>
  10. 10. Candice Wilmer <ul><li>Chameleon </li></ul><ul><li>Perform any role when you need it </li></ul><ul><li>Sometimes the gig requires a requirements specification, other times it’s a business cases, or mapping a business process or being that “trusted advisor” </li></ul><ul><li>You need a BA who has a toolkit, skills and abilities to adapt to any situation </li></ul>
  11. 11. Peter Petrelli <ul><li>Empath </li></ul><ul><li>Communicates </li></ul><ul><li>Engenders trust </li></ul><ul><li>Diverse abilities and skills </li></ul><ul><li>Passionate </li></ul><ul><li>Wants to “save the world” and make it better </li></ul>
  12. 12. Clare Bennett <ul><li>Cellular regeneration </li></ul><ul><li>Change can open wounds old and new </li></ul><ul><li>Need BA who can help with change management </li></ul><ul><li>Be resilient </li></ul>
  13. 13. Molly Walker <ul><li>Clairvoyance </li></ul><ul><li>“ Find anyone, anywhere” </li></ul><ul><li>A BA who can find the information and the missing pieces of the puzzle </li></ul>
  14. 14. Sylar (Gabrielle Gray) <ul><li>Intuitive aptitude </li></ul><ul><li>We need BAs who can easily work out “how things work” </li></ul><ul><li>Pick up new abilities and skills as required to expand superpowers </li></ul>
  15. 15. Heroes = Business Analyst Manipulate Time & Space Technopath Cellular Regeneration Intuitive Aptitude Chameleon Phasing Clairvoyance Telepath Empath Business Analyst
  16. 16. What is the BA role all about? <ul><li>We need to apply all our powers: </li></ul><ul><li>Requirements analysis </li></ul><ul><li>IT systems focus </li></ul><ul><li>Business and process improvement </li></ul><ul><li>Testing and validation </li></ul><ul><li>Communication and change management </li></ul><ul><li>... And more!! </li></ul>
  17. 17. Is the BA role debate our kryptonite? <ul><li>So many powers! </li></ul><ul><li>What is our main focus of activity – our central concern? </li></ul><ul><li>Will our struggle to define our role threaten our existence? </li></ul><ul><li>Is BA a profession or not? </li></ul><ul><li>Where is the League of Justice for BAs? </li></ul>
  18. 18. Role vs Discipline – for good or evil? <ul><li>Definition by Role: </li></ul><ul><li>Organisations have LOTS of roles we can fill </li></ul><ul><li>Roles vary from organisation to organisation </li></ul><ul><li>Too broad </li></ul><ul><li>If role ≠ my BA picture, what am I, who am I? </li></ul><ul><li>Definition by Discipline: </li></ul><ul><li>Specialists in the field of business analysis are therefore business analysts </li></ul><ul><li>Too narrow </li></ul><ul><li>Don’t box me in!!! </li></ul><ul><li>If discipline definition ≠ my current role, am I really a BA? </li></ul>
  19. 19. Chickens and Eggs <ul><li>“ Any definition broad enough to encompass the role is too broad to foster useful discussion of the discipline; any definition narrow enough for the discipline is too narrow for the role….basing either definition on the other means one is going to be insufficient. Trying to do both at once isn’t working, producing a classic chicken-and-egg problem”. </li></ul><ul><li>- Jesse James Garrett, IA Recon </li></ul>
  20. 20. Working thru “defining the damn thing” together <ul><li>“ Community of Practice” can help shape the future of the profession </li></ul><ul><li>Shared tools </li></ul><ul><li>Shared methodologies </li></ul><ul><li>Shared approaches to work </li></ul><ul><li>BA Practice by description NOT prescription </li></ul>
  21. 21. It’s about learning and sharing…. “ Andrew Hinton at” <ul><li>Work “Team” </li></ul><ul><li>Involuntary membership </li></ul><ul><li>Obliged to be a member </li></ul><ul><li>Role defined by the project </li></ul><ul><li>Team defined by organisation </li></ul><ul><li>Focus on deliverables </li></ul><ul><li>Community of Practice </li></ul><ul><li>Voluntary membership </li></ul><ul><li>“ Because I’m interested” </li></ul><ul><li>Role described by the sum of the whole practice </li></ul><ul><li>Continual improvement of knowledge </li></ul><ul><li>Learning and sharing </li></ul>
  22. 22. What is a “Community of Practice”? “ Andrew Hinton at” “ Practice is a shared history of learning”
  23. 23. There are many Communities of Practice These are emergent, self-organising, social groups for learning, making and improving the domain – the central concern of the practice.
  24. 24. It’s dynamic…. “ Andrew Hinton at”
  25. 25. It’s a science arising out of many other sciences”…. Analysis Requirements Design User-centred Design & Architecture Business Process Management Project Management UAT Business Analysis Business Systems Analysis Programming and Development Adapted from “Andrew Hinton at”
  26. 26. Overlap of BA and PM role <ul><li>Requirements gathering and management </li></ul><ul><ul><li>Both the PM and the BA face the same challenges </li></ul></ul><ul><ul><li>Difficult to identify & document complete requirements up front </li></ul></ul><ul><li>Process Improvement </li></ul><ul><ul><li>PM - Continuous process & practice improvement </li></ul></ul><ul><ul><li>BA – business process improvement and effective project management methodologies </li></ul></ul><ul><li>Skills and Competency profile </li></ul><ul><ul><li>Profile of an effective PM or BA are virtual identical </li></ul></ul><ul><ul><li>Morphed into one profession the “BA/PM” </li></ul></ul><ul><li>Tools and Templates </li></ul><ul><ul><li>Again virtually identical </li></ul></ul>
  27. 28. image: BA Role PM Role
  28. 29. Not the center of the universe Central Concern Analysis Requirements Design BA Adapted from “Andrew Hinton at”
  29. 30. These Practices aren’t milkshakes More like a McFlurry
  30. 31. Central Concern will always overlap <ul><li>Many practices, disciplines and areas of concern have overlap. E.g. UXD & IA; IA & BA; BA & EA </li></ul><ul><li>People will migrate from one area of concern to another based on their previous experience, skills and expertise, into new ones over time. </li></ul><ul><li>Even if we're called the PM, we might well be doing business analysis; or be called the BA on the project when we're really doing coordination and project management work. </li></ul><ul><li>There will always be differences between roles and activities we bring to our team and the central concern </li></ul>
  31. 32. Overlap of practice & identity – so who am I? “ Andrew Hinton at”
  32. 33. Community of practice – “homes for identities” Each of us tends to identify with a practice “ Andrew Hinton at” ABAA
  33. 34. Big BA vs Little BA Image: Based on the cover to Batman #9 by Bob Kane.
  34. 35. BA the …….. “ Andrew Hinton at” Activity: The actual work of analysing the “thing” Thing: The analysis “stuff” itself
  35. 36. Sending up the Bat Signal <ul><li>How can we share ideas about: </li></ul><ul><li>The differences in our Titles? </li></ul><ul><li>Our evolving Role? </li></ul><ul><li>Our tools, methodologies and deliverables </li></ul><ul><li>How do we adapt to: </li></ul><ul><li>The demands of the rapidly changing business environment? </li></ul><ul><li>The impacts this has on our Discipline and Practice? </li></ul>
  36. 38. Harnessing the Social Computing Revolution for our Practice <ul><li>Instant access to BA Community of Practice </li></ul><ul><li>Access to body of knowledge (in people’s heads, not in documents) </li></ul><ul><li>Communities of practice </li></ul><ul><li>Experts, gurus and thought leaders </li></ul><ul><li>Access to friends and their friends and their friends </li></ul><ul><li>This is “ what networking should be” - linkedIn </li></ul><ul><li>Leveraging: the power of many </li></ul><ul><li>The power of permission: trust </li></ul><ul><li>The power of networks: the friend of my friend is my friend </li></ul><ul><li>The cost (time, energy): easiest way (anytime, anywhere) to make contact, communicate, share, collaborate with “friends” and the BA Community of Practice </li></ul>
  37. 39. Linked in
  38. 40. Twitter
  39. 41. Facebook – building online communities
  40. 42. Blogs
  41. 43. Case studies <ul><li>BAs in a changing environment: </li></ul><ul><ul><li>Learning new powers from intersections NOT milkshakes </li></ul></ul><ul><ul><li>Agile environment </li></ul></ul><ul><ul><li>Leveraging Community of Practice </li></ul></ul><ul><li>BAs “with powers and abilities far beyond normal man”: </li></ul><ul><ul><li>Adapting and changing roles </li></ul></ul><ul><ul><li>Agile environment and tight timeframes </li></ul></ul><ul><ul><li>Analysis from strategy and policy to complex data issues </li></ul></ul>
  42. 44. Case Study 1: BAs in this changing environment <ul><li>Large paper based application process to be developed via the web </li></ul><ul><li>Involvement of multiple divisions across the organisation, other agencies </li></ul><ul><li>Political exposure due to external user interaction with system </li></ul><ul><li>Data commercial-in-confidence </li></ul><ul><li>Pressure from stakeholders to develop process transparency , accountability and efficiency </li></ul><ul><li>Requirements three years in the making </li></ul>
  43. 45. It’s Groundhog Day – the dreaded Business analysis spiral M Hodgson : “Ain’t no backseat driver” Requirements gathering Document divergent solution Analysis New Information Distraction Build
  44. 46. IIBA Model
  45. 47. ABAA Framework
  46. 48. ISO:13407 Human‐centred design processes for interactive systems
  47. 49. Business-centred design M Hodgson : “Ain’t no backseat driver” Understand Business wants & needs Develop and document design solution Analysis New Information Workshop Possibilities Prototype and refine screen concepts Build Validate requirements
  48. 50. Sharing the solution – a new lifecycle!
  49. 51. Lessons learned <ul><li>The environment is rapidly evolving </li></ul><ul><li>BAs need to learn and adapt to survive </li></ul><ul><li>There are tools not made by BAs that we can look to for help </li></ul><ul><li>One size (approach) doesn’t fit all </li></ul><ul><li>Intersections of the ‘central concern’ is a strength to draw from </li></ul><ul><li>Give back to the community – blog about it! </li></ul>
  50. 52. Case Study 2: BA powers and abilities <ul><li>Very political and high profile initiative </li></ul><ul><li>Policy still being developed on the fly </li></ul><ul><li>Tender is progress but delay in finding Vendor by Program launch date </li></ul><ul><li>Pressure for a deadline - (IT an afterthought) so Interim system deemed to be required. </li></ul><ul><li>3 weeks to develop high level requirement specifications </li></ul><ul><li>Required extensive data analysis - match one organisations product code’s to several other organisations </li></ul>
  51. 53. BA role description <ul><li>Powers and abilities: </li></ul><ul><li>Project Management skills </li></ul><ul><li>Test Management </li></ul><ul><li>Subject matter expertise in Health </li></ul><ul><li>In-depth knowledge of Medical products environment </li></ul><ul><li>Business case development </li></ul><ul><li>Forecasting needs for the longer term solutions </li></ul>
  52. 54. The complex environment – service rebate system
  53. 55. The complex data issue
  54. 56. Approach <ul><ul><li>Initiation & Scoping solution requirements (core functionality to calculate payments based on total sales (volume) by distributors. </li></ul></ul><ul><ul><li>Research and Analysis to define key reports, outline key business processes, identify critical success factors, undertake a high level risk analysis </li></ul></ul><ul><ul><li>Develop Requirements Specification </li></ul></ul><ul><ul><li>Develop Conceptual Design (prototype) </li></ul></ul><ul><ul><li>Project Coordinate the Development of the system for the business </li></ul></ul><ul><ul><li>Evaluate - User acceptance testing </li></ul></ul>
  55. 57. Lessons learnt <ul><ul><li>In a changing environment: </li></ul></ul><ul><ul><li>Requirements and development are being done simultaneously </li></ul></ul><ul><ul><li>BA may have to draw on various disciplines </li></ul></ul><ul><ul><li>BA need to fulfil different roles during the project </li></ul></ul><ul><ul><li>Drawing on core capability of analysis was key to solving the complex data issues </li></ul></ul><ul><ul><li>BAs are key to understanding the business environment </li></ul></ul><ul><ul><li>BAs can add value through the entire project </li></ul></ul><ul><ul><li>BAs can become the trusted advisor for the business </li></ul></ul>
  56. 58. We all need heroes….. <ul><li>We are a thriving and growing community of practice </li></ul><ul><li>We can help support your Projects </li></ul><ul><li>Our analysis skills can be utilised during various phases of the delivery of an engagement </li></ul><ul><li>We have proven methodologies, frameworks and tools to add value and fulfil business needs </li></ul>
  57. 59. Central Concern BA
  58. 60. Questions? Maria (Murphy) Horrigan Account Director Health & Human Services Regional Lead Business Analysis Email: Blog: Web:


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