Locai India aims to be the best business consulting firm in India by strategizing and delivering HR solutions with speed, quality, and commitment. It offers a range of HR services including talent recruitment, HR consulting, experiential learning programs, and HR outsourcing. Locai takes a holistic and client-centric approach to understanding business needs and developing customized solutions that maximize client success. Its team of experienced advisors works directly with clients across industries.
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
This document discusses how organizations can respond, scale, and increase the performance of their project management organizations. It provides takeaways on understanding that strategy involves more than just technology, the importance of innovation in recognizing how some organizations are closing the gap between strategy and execution, and the need to adapt by learning about the relationships between strategic planning and performance management. The document also discusses how scheduling and project portfolio management can leverage technology to improve demand management, portfolio selection and analytics, resource management, and extract innovation from these practices.
Building on Talent itinerary for getting the right leaders ready
Sonia Diaz Del Oro
Director, Global Learning & Organizational Development
Royal Caribbean Cruises, Ltd.
Teri Hires, Ph.D.
Regional Vice President,
PDI Ninth House
Royal Caribbean’s Itinerary for Getting the Right Leaders Ready
Capability + Maturity = Value
Move away from scatter gun improvement projects. Use a measured focused approach to improve IT Capability and deliver real business value
Business Intelligence Dashboard Design Best PracticesMark Ginnebaugh
Microsoft BI expert Dan Bulos spoke on Dashboard Design Best Practices to the Bay Area Microsoft Business Intelligence User Group.
This presentation shows techniques for displaying data in a dashboard for maximum impact. Dan also discusses various tools available in the Microsoft BI stack – Reporting Services, Excel, PerformancePoint and the new entry, Power View.
Locai India aims to be the best business consulting firm in India by strategizing and delivering HR solutions with speed, quality, and commitment. It offers a range of HR services including talent recruitment, HR consulting, experiential learning programs, and HR outsourcing. Locai takes a holistic and client-centric approach to understanding business needs and developing customized solutions that maximize client success. Its team of experienced advisors works directly with clients across industries.
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
This document discusses how organizations can respond, scale, and increase the performance of their project management organizations. It provides takeaways on understanding that strategy involves more than just technology, the importance of innovation in recognizing how some organizations are closing the gap between strategy and execution, and the need to adapt by learning about the relationships between strategic planning and performance management. The document also discusses how scheduling and project portfolio management can leverage technology to improve demand management, portfolio selection and analytics, resource management, and extract innovation from these practices.
Building on Talent itinerary for getting the right leaders ready
Sonia Diaz Del Oro
Director, Global Learning & Organizational Development
Royal Caribbean Cruises, Ltd.
Teri Hires, Ph.D.
Regional Vice President,
PDI Ninth House
Royal Caribbean’s Itinerary for Getting the Right Leaders Ready
Capability + Maturity = Value
Move away from scatter gun improvement projects. Use a measured focused approach to improve IT Capability and deliver real business value
Business Intelligence Dashboard Design Best PracticesMark Ginnebaugh
Microsoft BI expert Dan Bulos spoke on Dashboard Design Best Practices to the Bay Area Microsoft Business Intelligence User Group.
This presentation shows techniques for displaying data in a dashboard for maximum impact. Dan also discusses various tools available in the Microsoft BI stack – Reporting Services, Excel, PerformancePoint and the new entry, Power View.
Frost Consultant Group is an IT and business advisory services firm based in Allen, Texas that provides confidential consulting services to help clients solve problems and unlock value. The firm has three business units and focuses on providing C-level advisory services, business consulting, and technology consulting to both large and small clients across North America. Frost Consultant Group aims to fill the gap between a client's existing staff and larger consulting organizations by taking a collaborative, problem-solving approach.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
The document discusses how to conduct an internal analysis to assess a company's strengths and weaknesses. It explains that an internal analysis identifies organizational resources, capabilities, core competencies, and distinctive capabilities. It provides guidance on evaluating strengths and weaknesses, conducting a SWOT analysis, understanding the value chain and potential for outsourcing, and performing an internal analysis through a multi-step process to identify key capabilities.
Transparency for effective it governance v1.0Ahmed Buhazza
In 3 sentences or less:
Transparency and effective IT governance require a framework that establishes principles of accountability, measurability, and alignment with organizational mission and strategy. This framework should include integrated processes for resource management, objective setting, monitoring, communication, and cultural change to ensure information systems support business goals. Automating compliance checks and adapting industry standards provides a solid, practical approach for transparency.
Ascent Management Consultants is an international management consulting firm operating across several countries. [1] They provide organizational, financial, and management consulting services to major industries. [2] Ascent aims to help clients improve business performance, profitability, and sustainability through benchmarking against best practices and customized solutions. [3] They take a holistic approach to consulting through specialized teams that integrate services such as strategy, quality management, auditing, and process improvement.
This document is a presentation by ParCon Consulting titled "Achieving Strategic Agility". It discusses the importance of strategic agility and challenges companies face in achieving it. The presentation covers four phases: developing strategic sensitivity through market awareness; translating insights into strategic options; agile planning and selection of options; and aligning the organization for agile execution. It argues that achieving strategic agility requires capabilities across all phases and is one of the greatest challenges facing companies.
Next Generation Leadership: Integrated Talent Management for Robust Talent Pi...National HRD Network
The document discusses Next Generation Leadership and integrated talent management for developing a robust leadership pipeline. It emphasizes that identifying high potentials is key, and describes Hindustan Coca Cola Beverages Ltd's talent management model which focuses on making leaders, people, and the business successful. The company manages its leadership pipeline through People Development Forums which assess skills, develop employees, and create strategies to fill talent gaps. Succession planning involves identifying candidates at different readiness levels for functional roles. Leadership requires technical, cognitive, and emotional competencies, with research showing emotional skills become increasingly important at senior levels. Building sustainability and a high performance culture involves various initiatives like action learning, best practices sharing, and building capabilities.
The Corporate Presentation gives you a glimpse into the Milagrow Universe.
See How We at Milagrow, Strive to Provide to Small and Medium Businesses, World Class Solutions, Services and Forums.
Investing in people building a learning organization (2.1)01muzamilsecova
The document outlines an organization's approach to investing in people through a 3 pillar strategy focused on process, people, and platform. It details plans to implement competency frameworks, performance management, and employee development initiatives to build a learning organization and high-performance culture. The goal is to drive employee engagement, delight, and development which will ultimately lead to customer delight.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
Building Competencies Bma Presentation Chandramowlygueste6e6f5f
1. The document discusses competency modeling and mapping, including defining competencies, developing competency frameworks, and aligning human resource strategies and processes with organizational goals and strategies.
2. It provides an overview of competency-based human resource management and describes benefits such as unifying HR processes, identifying capabilities for success, and developing talent pipelines.
3. The document outlines strategies for building competency models, including analyzing organizational needs, evaluating best practices, piloting the model, and integrating competencies into performance management, training, and other HR systems.
Investing in people building a learning organization (2 1).0muzamilsecova
The document outlines an organization's approach to investing in people through a three pillar strategy focused on process, people, and performance, which includes implementing competency frameworks, performance management processes, knowledge sharing programs, and employee development initiatives to create a learning organization and high-performance culture. The goal is to develop employees, improve processes, and align performance with business objectives to drive customer and employee delight.
Framework for value (private equity portfolio company oversight)Scott Thomas
The document discusses key elements for effective business investment strategy and value creation at portfolio companies. It identifies four core pillars: control environment, governance, risk management, and operations. Each pillar is important for optimal operations and risk management. Control environment focuses on integrity, leadership, and human resources. Governance involves the board, planning, performance indicators, and financial/regulatory compliance. Risk management and operations are also discussed as essential pillars.
This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
TalentGuard is a provider of talent management software and services that aims to connect organizations with employees in an effective way. The document describes TalentGuard's social talent management platform, which includes modules for performance management, 360 feedback, career pathing, and succession planning. It also provides analytics, content resources, and coaching services to help customers address challenges like an unintegrated talent system, lack of career development opportunities, and administratively intensive processes. The document shares case studies of TalentGuard helping customers at St. Jude Medical and Tokyo Electron strengthen their succession planning and develop high-potential employees.
The Strategic Offsites Group is a boutique strategy consulting firm founded in 2002 that specializes in facilitating strategic discussions and processes to help executive teams make better decisions. They work with CEOs and senior leadership teams globally across industries. Their services include vision and strategy development, priority setting, initiative development, strategy execution, and strategic oversight. They employ a consistent process for preparation, facilitation, and follow-through in their work. They have a small team of experienced consultants and draw on specialist research firms as needed. They have strong client relationships with executive teams worldwide and their thought leadership is featured in leading business publications.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
The document provides an overview of Version 2.0 of the Business Analysis Body of Knowledge (BABOK) guide published by the International Institute of Business Analysis (IIBA). It summarizes the major changes in Version 2.0 including consolidating tasks and applying the guide to a wider range of methods. It also describes the structure and purpose of the main knowledge areas in the BABOK such as business analysis planning and monitoring, elicitation, requirements management and communication, and underlying competencies.
Frost Consultant Group is an IT and business advisory services firm based in Allen, Texas that provides confidential consulting services to help clients solve problems and unlock value. The firm has three business units and focuses on providing C-level advisory services, business consulting, and technology consulting to both large and small clients across North America. Frost Consultant Group aims to fill the gap between a client's existing staff and larger consulting organizations by taking a collaborative, problem-solving approach.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
The document discusses how to conduct an internal analysis to assess a company's strengths and weaknesses. It explains that an internal analysis identifies organizational resources, capabilities, core competencies, and distinctive capabilities. It provides guidance on evaluating strengths and weaknesses, conducting a SWOT analysis, understanding the value chain and potential for outsourcing, and performing an internal analysis through a multi-step process to identify key capabilities.
Transparency for effective it governance v1.0Ahmed Buhazza
In 3 sentences or less:
Transparency and effective IT governance require a framework that establishes principles of accountability, measurability, and alignment with organizational mission and strategy. This framework should include integrated processes for resource management, objective setting, monitoring, communication, and cultural change to ensure information systems support business goals. Automating compliance checks and adapting industry standards provides a solid, practical approach for transparency.
Ascent Management Consultants is an international management consulting firm operating across several countries. [1] They provide organizational, financial, and management consulting services to major industries. [2] Ascent aims to help clients improve business performance, profitability, and sustainability through benchmarking against best practices and customized solutions. [3] They take a holistic approach to consulting through specialized teams that integrate services such as strategy, quality management, auditing, and process improvement.
This document is a presentation by ParCon Consulting titled "Achieving Strategic Agility". It discusses the importance of strategic agility and challenges companies face in achieving it. The presentation covers four phases: developing strategic sensitivity through market awareness; translating insights into strategic options; agile planning and selection of options; and aligning the organization for agile execution. It argues that achieving strategic agility requires capabilities across all phases and is one of the greatest challenges facing companies.
Next Generation Leadership: Integrated Talent Management for Robust Talent Pi...National HRD Network
The document discusses Next Generation Leadership and integrated talent management for developing a robust leadership pipeline. It emphasizes that identifying high potentials is key, and describes Hindustan Coca Cola Beverages Ltd's talent management model which focuses on making leaders, people, and the business successful. The company manages its leadership pipeline through People Development Forums which assess skills, develop employees, and create strategies to fill talent gaps. Succession planning involves identifying candidates at different readiness levels for functional roles. Leadership requires technical, cognitive, and emotional competencies, with research showing emotional skills become increasingly important at senior levels. Building sustainability and a high performance culture involves various initiatives like action learning, best practices sharing, and building capabilities.
The Corporate Presentation gives you a glimpse into the Milagrow Universe.
See How We at Milagrow, Strive to Provide to Small and Medium Businesses, World Class Solutions, Services and Forums.
Investing in people building a learning organization (2.1)01muzamilsecova
The document outlines an organization's approach to investing in people through a 3 pillar strategy focused on process, people, and platform. It details plans to implement competency frameworks, performance management, and employee development initiatives to build a learning organization and high-performance culture. The goal is to drive employee engagement, delight, and development which will ultimately lead to customer delight.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
Building Competencies Bma Presentation Chandramowlygueste6e6f5f
1. The document discusses competency modeling and mapping, including defining competencies, developing competency frameworks, and aligning human resource strategies and processes with organizational goals and strategies.
2. It provides an overview of competency-based human resource management and describes benefits such as unifying HR processes, identifying capabilities for success, and developing talent pipelines.
3. The document outlines strategies for building competency models, including analyzing organizational needs, evaluating best practices, piloting the model, and integrating competencies into performance management, training, and other HR systems.
Investing in people building a learning organization (2 1).0muzamilsecova
The document outlines an organization's approach to investing in people through a three pillar strategy focused on process, people, and performance, which includes implementing competency frameworks, performance management processes, knowledge sharing programs, and employee development initiatives to create a learning organization and high-performance culture. The goal is to develop employees, improve processes, and align performance with business objectives to drive customer and employee delight.
Framework for value (private equity portfolio company oversight)Scott Thomas
The document discusses key elements for effective business investment strategy and value creation at portfolio companies. It identifies four core pillars: control environment, governance, risk management, and operations. Each pillar is important for optimal operations and risk management. Control environment focuses on integrity, leadership, and human resources. Governance involves the board, planning, performance indicators, and financial/regulatory compliance. Risk management and operations are also discussed as essential pillars.
This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
TalentGuard is a provider of talent management software and services that aims to connect organizations with employees in an effective way. The document describes TalentGuard's social talent management platform, which includes modules for performance management, 360 feedback, career pathing, and succession planning. It also provides analytics, content resources, and coaching services to help customers address challenges like an unintegrated talent system, lack of career development opportunities, and administratively intensive processes. The document shares case studies of TalentGuard helping customers at St. Jude Medical and Tokyo Electron strengthen their succession planning and develop high-potential employees.
The Strategic Offsites Group is a boutique strategy consulting firm founded in 2002 that specializes in facilitating strategic discussions and processes to help executive teams make better decisions. They work with CEOs and senior leadership teams globally across industries. Their services include vision and strategy development, priority setting, initiative development, strategy execution, and strategic oversight. They employ a consistent process for preparation, facilitation, and follow-through in their work. They have a small team of experienced consultants and draw on specialist research firms as needed. They have strong client relationships with executive teams worldwide and their thought leadership is featured in leading business publications.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
The document provides an overview of Version 2.0 of the Business Analysis Body of Knowledge (BABOK) guide published by the International Institute of Business Analysis (IIBA). It summarizes the major changes in Version 2.0 including consolidating tasks and applying the guide to a wider range of methods. It also describes the structure and purpose of the main knowledge areas in the BABOK such as business analysis planning and monitoring, elicitation, requirements management and communication, and underlying competencies.
Mike Lynch has over 20 years of experience as a C-level technology leader, with a proven track record of driving business value through innovative technology solutions and strategic planning. He has expertise in areas such as ERP implementations, eCommerce strategies, process improvement, and developing technology strategies aligned with business objectives. Lynch's leadership focuses on collaborative relationships, career development, and delivering projects on-time and within budget.
This document outlines the steps to effective SharePoint governance. It recommends establishing 5 governance teams: a business strategy team, solutions/technical strategy team, and 3 tactical teams for operations, development, and support. Each team's roles and responsibilities are described. The document also discusses developing governance policies and standards, building a governance site to manage materials, and taking a iterative approach to continuously refine governance.
Software Product Management in Web 2.0Suhas Kelkar
This document outlines the course objectives and content for a 12-hour course on software product management. The course will introduce students to key concepts like requirements gathering, writing business cases, product pricing, branding, and innovation. It will also cover frameworks for managing and marketing technology products. The course is divided into four 3-hour sessions that will address topics such as pricing models, prioritizing features, creating product roadmaps, and product management in agile and web 2.0 environments.
The document summarizes an International Institute of Business Analysis (IIBA) chapter kick-off meeting. It provides an overview of IIBA's goals of developing business analysis standards and certifying practitioners, as well as the growth and services offered to members. The value of IIBA membership is highlighted, including networking opportunities, discounts, and contributing to the development of the profession.
The Evolving Role of the Business AnalystTracy Cook
Two years ago, no one knew what a Business Analyst was. Today, companies around the world can’t find enough of them – what happened?
This session will describe:
* What a Business Analyst is and what a BA does
* What are the factors that have driven the growth of the Business Analysis profession
* How does the type of organization impact its need for BAs
* What do you need to consider if you are a Business Analyst – or want to be one – both today and tomorrow?
Makwa tailors its services for its customers, with the main goal being the management of change. We work to build lasting results while operating in tight collaboration with the board and the senior staff of our clients to increase shareholder value.
In Agile/Scrum the skills of a BA are still needed, especially in more complex efforts. This describes BA skills applied in Agile. Should the BA be a Product Owner? On the scrum team?
Aug 28, 2008 Evolution of BA IIBA WebinarTracy Cook
The document discusses the evolving role of business analysts. It notes that the role of business analysis is growing in importance due to factors like increased competition and globalization. The business analyst acts as a liaison between stakeholders to understand needs and recommend solutions. The profession is becoming more mature and specialized, with demand growing for specialists in particular industries, functions, and competencies. As the role becomes more formalized, organizations will need to determine what type of business analyst expertise is required for their needs.
The document discusses using capability assessments during a sales force reorganization at a telecommunications company experiencing declining revenue and productivity issues. It outlines objectives to slow revenue declines, increase new and new-new revenue, and protect profitability. The proposed approach involves identifying a desired sales structure, assessing full-time equivalents based on the structure, and slotting employees into the new model. The company decided to create specialized reps and sales support roles to address issues.
With many organisations re-thinking the execution of their innovation lifecycles in an attempt to gain better productivity, some of the key questions that keep recurring are:
• When does a BA get allocated to a new business initiative?
• When does the business initiative become a project and require some form of project management?
• How does enterprise analysis fit into the systems development lifecycle?
• Who creates a business case?
• Who is assigned first: PM or BA?
Robin Grace, a business analysis principal consultants at IndigoCube, contributor to an IIBA white paper, CBAP, and author of Aligning Business Analysis, Assessing business analysis from a results focus, tells all.
This document discusses project management and organizational change. It begins with an agenda that covers an introduction and action plan, projects and status, organization, project management and development, and change management and knowledge sharing. It then provides details on each topic, including a 4-step methodology for critical issue treatment and strategic business process reengineering. Project management concepts like project lifecycles, planning, goals, and balancing cost, time, and scope are examined. Finally, it recommends further reading and provides contact information for the author.
How ECI Telecom Developed a Content-Marketing Program from Concept to Complet...B2B Lead Roundtable
When Michelle Levy, Associate Vice President of Marketing Programs for ECI Telecom, was tasked with marketing an innovative, powerful solution to a varied, broad audience who knew nothing of its value, she responded by developing a comprehensive content-marketing initiative.
Her goal: to make efficient and effective use of time, money and resources. She was impressed by the outcomes - a 79 percent e-mail open rate - and surprised by how the initiative positively impacted the organization’s entire marketing effort.
The document provides guidance for CFOs on developing a successful IT leadership team, including discussing the relationship between CFOs and CIOs, fundamentals of IT governance and operations, strategies for sourcing and hiring CIOs for new organizations, turnarounds, or sudden departures, and the roles and responsibilities of CFOs in ensuring IT leadership success. Key recommendations include being clear on the needed skills and abilities of the CIO, getting help to conduct the CIO search and hire, and providing ongoing support and communication from the CFO during the CIO's tenure.
This document discusses enterprise business analysis. It provides an input-task-output diagram for enterprise analysis. It explores defining business needs, capability gaps, solution approaches, and business cases. It compares enterprise business analysis to business design, architecture, and transformation. It notes the challenges of working at an enterprise scale with unknown problems and solutions. Finally, it provides tips for growing as an enterprise business analyst, including strategic thinking, understanding different perspectives, building skills, and having the courage to try new approaches.
Business analysis is a set of tasks and techniques used to understand an organization's structure, policies, and operations in order to recommend solutions to help the organization achieve its goals. It involves processes like identifying needs, gathering requirements, writing requirements documents, and validating solutions. Business analysts play a key role in gathering and documenting requirements before projects begin. While some organizations use business analysts only on projects, others use them for ongoing analysis and improvement work. Business analysis is also a recognized profession with standardized practices and a certification.
The document discusses business analysis as a profession. It defines business analysis as using techniques to understand and communicate how an organization operates and recommending solutions to help the organization achieve its goals. Business analysts gather requirements, ensure solutions meet requirements, and are critical in the analysis phase of projects. While business analysis can be performed under different job titles, it is becoming a standardized profession with certification available through the International Institute of Business Analysis.
3. Discussion Points
Why Now – the case for Business Analysis?
Who is the Business Analyst?
Where is the Profession Heading?
What does it mean to you?
www.theiiba.org / www.grupogesfor.com
4. Why Now?
The Case for Business Analysis
Global Economy
Right-sourcing
Integrated Organizations
Just-in-time delivery
Information Technology Spend
Role of Technology
www.theiiba.org / www.grupogesfor.com
5. Why Now?
The Case for Business Analysis
For many years, organizations have been designing solutions without a
clear understanding of the market need, often with many assumptions
Success was hit or miss although the cost of a miss was survivable
With the global economy, increased competition and the availability of
many alternatives, consumers have come to expect more - and can
choose from a variety of alternatives
The impacts of a mistake can now be very costly
www.theiiba.org / www.grupogesfor.com
6. Why Now?
When the delivery does not meet expectation
www.theiiba.org / www.grupogesfor.com
7. It’s about the Deliverable
In the beginning… But it is…
Missing Piece
Planning
www.theiiba.org / www.grupogesfor.com
8. It’s about the Deliverable
Some Progress was made… But it still has…
Plan
Missing Piece
Testing
www.theiiba.org / www.grupogesfor.com
9. It’s about the Deliverable
Filled in another hole … But it still…
Test
Missing Piece Definition
of need
www.theiiba.org / www.grupogesfor.com
10. It’s about the Deliverable
Addressed a BIG gap… But it still…
Define
Missing Piece The Big
Picture
www.theiiba.org / www.grupogesfor.com
11. It’s about the Deliverable
Et Voilà! …
Describe
www.theiiba.org / www.grupogesfor.com
12. What is Describe and Define?
Describe
How an organization works?
Why the organization exists?
What are its goals and objectives?
How does it accomplish those objectives?
How does it need to change to better accomplish those
objectives or to meet new challenges?
It is about defining the scope of solutions
It is about Business Analysis!
www.theiiba.org / www.grupogesfor.com
13. What is Business Analysis?
Business Analysis Body of Knowledge
The set of tasks, knowledge, & techniques required to identify business needs
& determine solutions to business problems. Solutions often include a systems
development component, but may also consist of process improvement or
organizational change.
www.theiiba.org / www.grupogesfor.com
14. What is Business Analysis?
Business Analysis Body of Knowledge
Knowledge Areas Purpose
Business Analysis Planning & Determine what we need to do
Monitoring
Enterprise Analysis Understand the business problem & scope of possible solutions
Elicitation Find out what the real needs of our stakeholders are
Requirements Analysis Describe the characteristics & qualities of the solution the meets the
stakeholder needs
Solutions Assessment & Determine whether a particular solution is right for our stakeholders
Validation
Requirements Management & Ensure that stakeholders agree on what needs to be delivered
Communications
www.theiiba.org / www.grupogesfor.com
15. Business Analysis Professional
The Definition
Works as a liaison among stakeholders to
elicit, analyze, communicate and validate
requirements for changes to business
processes, policies, and information and
information systems
Understands business problems and
opportunities in the context of the
requirements and recommends solutions
that enable the organization to achieve its
goals
Possible revision in BABOK V2
Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders
in order to understand the structure, policies, and operations of an organization, and recommend
solutions in order to enable that organization to achieve its goals
www.theiiba.org / www.grupogesfor.com
16. Business Analysis Professional
Core Competencies
Logic
Products
Decision Analysis
Processes
Process & Data Modeling
Markets
Systems Thinking
Systems
Implementation Domain
Communication Analysis Consulting
Skills Knowledge
Facilitation Relationship Management
Negotiation IT Knowledge
Process Change Strategic Planning
Conflict Management Coaching Skills
Formal (presentation, Organizational Change
Quality Assurance Delegation and
documentation) Management Skills
Project Management
www.theiiba.org / www.grupogesfor.com
17. Business Analysis Professional
Performs many roles
Analyst
Facilitator
Negotiator
Artist / Architect
Planner
Communicator
Diplomat
Expert / Consultant
Strategist
Revolutionary
www.theiiba.org / www.grupogesfor.com
18. Business Analysis Superheroes!
Understood the Need
Truth
Right on target
Negotiation Agile
www.theiiba.org / www.grupogesfor.com
19. Business Analysis Professional
Knowledge Continuum
Strategic
Maturity
Tactical
Skill
www.theiiba.org / www.grupogesfor.com
20. Business Analysis Professional
Current Flavours
SME or Domain Consulting
Hybrid Practitioner
Practitioner Practitioner
Practitioner is a Practitioner Practitioner
“jack of all trades”, possesses solid or possesses solid or
performing multiple advanced business advanced skills in the
roles e.g., business subject matter enterprise knowledge
analyst, project expertise e.g., capital areas e.g., process,
manager, tester, etc. markets strategy business
casing
Generalists
www.theiiba.org / www.grupogesfor.com
21. Where is the BA Profession Heading?
The Developing Marketplace
• Process
The profession will • Finance • Data
Industry
• Consumer •
mature along three Products
Elicitation
• Negotiation
axis • Energy • Strategy
• Manufacturing • Others …
Industry • Construction
• Others ….
Competency
Function
• Product
• Software
• Infrastructure
• Others …
www.theiiba.org / www.grupogesfor.com
22. Where is the BA Profession Heading?
Community of Practice
“Support”
BA Bureau
“Maturity”
Centre of
Excellence
“Strategic
Alignment”
www.theiiba.org / www.grupogesfor.com
23. Where is the BA Profession Heading?
Business
Framework Environment Resources
Alignment
Competency/
Standards & Organization & Enterprise
career
Methodologies structure Analysis
development
Customer
Metrics Governance Training & dev relationships
Team dev
Tools Assessment
Virtual…
Knowledge
Management
www.theiiba.org / www.grupogesfor.com
24. Where is the BA Profession Heading?
Organizations need for BAs = (maturity, size, diversity)
MATURITY SIZE DIVERSITY
Age of Number of Product
Product Lines Number of Employees
Lines
Marketplace Stability Geographic Dispersion
Marketplace Uniformity
Competition
Established product lines & Larger organizations can Multiple product lines may
stable markets require limited support higher levels of require a combination of
business analysis specialization generalists and highly
specialized individuals
Competitive and developing Smaller organizations may be
markets have a critical need more dependent on generalists Highly specialized industries
for highly experienced and hybrid BAs (i.e., possess or niche markets will require
generalists and specialists in knowledge across multiple specialists
the competency domain (e.g., professional domains)
strategic, marketplace
analysis)
www.theiiba.org / www.grupogesfor.com
25. In Conclusion
Demand for BA role is growing because organizations
recognize that building a solution is not sufficient – they
must understand the needs first
The BA profession will develop along three axis
Industry
Function
Competency
Demand for greater specialization will grow as
understanding of the value of the BA and formalization
of the role continue
Organizations must understand need in order to
determine the type and maturity of BA required
www.theiiba.org / www.grupogesfor.com