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BA and Beyond 18 - Robin Smets - Putting why back into the BA's perspectives
The document discusses the evolution and importance of the business analysis (BA) profession, emphasizing the need for professionals to understand 'why' they operate in certain ways. It highlights the interconnectedness of strategic, tactical, and operational perspectives in decision-making processes, advocating for BAs to focus on value generation and effective communication. Key takeaways include the significance of asking 'why' to enhance decision-making and expand the BA role within organizations.
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BA and Beyond 18 - Robin Smets - Putting why back into the BA's perspectives
- 1. Helping organizations makebetter decisions by putting “why” (back) into the BA’s perspectives
- 2. Robin Smets Business Consultant CompetenceCentre Leader Contraste Europe § Contraste Europe Group ▪ + 430 of the best colleagues ▪ Advisory, Solutions, Applications, Infrastructure § Professional ▪ Banking, Finance, HR, Insurance ▪ International & multicultural environment, complex integrations ▪ BCS, ASF, PSM I, PSPO I, AgilePM, Prince2 F., SAFe CA § Personalia ▪ Married ▪ Foodie ▪ Clubs: Mountainbike, Tennis, Beer ▪ Irrational degree of vertigo © Contraste Europe 2018 3 About me
- 3. A perspective onthe Business Analysis profession © Contraste Europe 2018 4 BA BIZ Proces People Rules Obj Sol Req Proj PM Test … Resources Dev … Concept by ©TheMetaBusinessAnalyst.com
- 4. Evolution of theBusiness Analysis definition © Contraste Europe 2018 5 2006 20102009 2015 IIBA BABOK v1.6 & BCS definition of the BA role IIBA releases BABOK v2 Update of the BA role BCS Update of the BA role IIBA releases BABOK v3 Update of the BA role PMI launches BA Practitioners guide 2017 PMI Launches “Guide to BA”
- 5. §Person: ▪ “Who performsBA Activities (from the BABOK®)” §Function: ▪ “Practice of enabling change” ▪ “Defining needs“ ▪ “Recommending solutions” ▪ “Value to stakeholders §“Activities performed to: ▪ “Identify business needs” ▪ “Identify & recommend solutions” ▪ “Elicit, document & manage requirements” ▪ “Facilitate the successful implementation” 2006 2009 2010 2015 2017 §“Works as a liaison among stakeholders” §“Requirements for changes” §“Problems & opportunities (Requirements)” §“Recommends solutions §“Investigating Business Systems” §“Identifying options for improving” §“Bridging the needs…” §“…business with use of IT” §Person: ▪ “Who performs BA Activities” §Function: ▪ “Set of tasks & techniques” ▪ “To work as a liaison among stakeholders“ ▪ “understand … organization” ▪ “Recommends solutions” §“Investigating Business Situations” §“Identifying and evaluating options” §“Improving Business Systems” §“Defining requirements” §”Meeting business needs” §“Application of knowledge, skills, tools & techniques to: ▪ “Determine problems & opportunities” ▪ “Identify business needs & recommend solutions” ▪ “Elicit, document & manage requirements” ▪ “Define benefits …. measuring & realizing value”
- 6. BA activities –Value generation perspective © Contraste Europe 2018 7 § The measured improvement as seen by one or more stakeholders § Result of change, what users can do better thanks to the outputs § What the user will use; what the project was set up to deliver Value Needs Solution BIZ Obj Sol Req Proj Benefits Outcomes Outputs
- 7. BA activities –Organizational perspective © Contraste Europe 2018 8 § Which direction should be taken ? § How can we get there as efficiently as possible ? § What do we do ? Politics BIZ Obj Sol Req Proj Strategical Tactical Operational
- 8. Example: Insurance business ©Contraste Europe 2018 9 BIZ Obj Sol Req Proj § Increase conversation rate with 20% § Easyer for client to simulate quotes § A new backoffice package to manage insurance policies Strategical Tactical Operational Benefits Outcomes Outputs
- 9. © Contraste Europe2018 10 © NASA archive
- 10. © Contraste Europe2018 11 © Tablet Magazine
- 11. The golden circle ©Contraste Europe 2018 12 WHY HOW WHAT § Every person on the planet, every organization knows WHAT they do § Most people and organization even know HOW they do it. § Very few people and organizations know – and can express – WHY they do it. ©Simon Sinek – Start with why
- 12. Biology tells thesame story © Contraste Europe 2018 13 WHY HOW WHAT LIMBIC BRAIN NEOCORTEX ©Simon Sinek – Start with why
- 13. Biology tells thesame story © Contraste Europe 2018 14 WHY HOW WHAT LIMBIC BRAIN NEOCORTEX Neocortex § Rational thinking § Analytical thinking § Language ©Simon Sinek – Start with why
- 14. Biology tells thesame story © Contraste Europe 2018 15 WHY HOW WHAT LIMBIC BRAIN NEOCORTEX Limbic brain § All of our feelings, like trust & loyalty § All human behavior and decision making § No capacity for language ©Simon Sinek – Start with why
- 15. You have beenbiologicaly programmed as Business Analyst © National Geographic 16 WHY HOW WHAT
- 16. Why does whymatter ? (Washington monument example) § Why? ▪ Frequent cleaning with harsh chemicals § Why? ▪ To clean pigeon poop § Why so many pigeons? ▪ They eat spiders and there are a lot of spiders at monument § Why so many spiders? ▪ They eat gnats and lots of gnats at monument § Why so many gnats? ▪ They are attracted to the light at dusk. § Solution: Turn on the lights at a later time. © Contraste Europe 2018 17
- 17. © Contraste Europe2018 18 © NASA WHY HOW WHAT
- 18. © Contraste Europe2018 19 © Tablet Magazine WHY HOW WHAT
- 19. The golden circlefor business analysis © Contraste Europe 2018 20 WHY HOW WHAT Strategical Tactical Operational Benefits Outcomes Outputs
- 20. The golden circlefor business analysis – for each perspective © Contraste Europe 2018 21 WHY HOW WHAT Strategical Tactical Operational Benefits Outcomes Outputs
- 21. Getting the completeperspective – the complete context “ Just because someone is right, it does not mean the others are wrong. They just haven’t seen life from the other side” © Contraste Europe 2018 22
- 22. Communicate, act andwork in the correct order © Contraste Europe 2018 23 WHY HOW WHAT Strategical Tactical Operational Benefits Outcomes Outputs
- 23. Communicate, act andwork in the correct order © Contraste Europe 2018 24 Strategical Tactical Operational Benefits Outcomes Outputs
- 24. Key takeaways § Toavoid basing decisions on false assumptions, respect the order of Why à How à What regardless of the level you are working on. § To help expand the BA role towards the decision-making level and not just the execution level, ask constantly yourself ‘why’ § It is vital to coach the people starting in out a BA role so they understand the importance of asking ‘why’ across the strategical, tactical and operational context. © Contraste Europe 2018 25
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- 26. Title slide BA-Beyond ©Contraste Europe 2018 1