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Journey to Create a High Performance Business Analysis Function
The document outlines the journey of the UK Business Analysis (BA) team at National Grid to establish a high performing BA practice. It discusses establishing a matrix structure to organize the team across multiple portfolios, implementing performance management systems to monitor both individual and practice-wide metrics, and efforts to continuously engage team members including 1:1 meetings, learning activities, and maintaining a BA community of practice. The overall goal was to transform the BA team into a recognized center of excellence both internally and externally.
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Journey to Create a High Performance Business Analysis Function
- 1. Place your chosen imagehere. The four corners must just cover the arrow tips. For covers, the three pictures should be the same size and in a straight line. Journey to Create a High Performance Business Analysis Function Craig Rollason UK Business Analysis Manager November 2015
- 2. Agenda Overview AboutNational Grid Our Practice Journey Lessons Learned The Future 2
- 3. The BA challengeat National Grid 3 Energy Industry Drivers IT Industry Drivers
- 4. About the BATeam 7 UK business portfolios 26 Internal / 20 3rd party “BA Support Team” Awards & Recognition BCS BA of the Year 2013/14, 14/15, finalist 15/16 BCS Best Place to work in IT finalist 2015/16 BCS IT Manager the year finalist 2014/15 “Close to world class” employee engagement Interviewed on engage for success radio. Chairman’s Award - Fathers @ Work & Inc. and Diversity 4
- 5. Change Drivers “Raisethe bar for high performance” Create a high performance practice Practice as a Single entity Build Knowledge Multi sourcing Sustainable …and save money doing it 5
- 6. BA Vision 6 For theUK Business Analysis (BA) team to be known internally and externally as a high performance BA practice providing insight, experience, and innovation in the way we work and what we deliver.
- 7. Story of buildingthe practice Consult industry best practice Management sign on Communicate Develop your team Continuous improvement 7
- 8. Team Organisation (March2013) 8 For Against Continuity of resources Local interpretation (resourcing, standards) Depth of knowledge Breadth of knowledge Geography Development opportunities Full booked to projects – limited improvement time
- 9. Team Organisation -Options 9 Option Description Model 1 (as-is) Portfolio Lead 2 Enhanced Portfolio 3 Matrix Structure 4 Critical and Non-Critical
- 10. Matrix Design &Principles 10 Resourcing Lead 1:1s, professional development, Challenging perspectives Best Practice & Standards Lead Community feel
- 11. Performance Management ofPractice “Performance Hub” content Safety Feedback – business engagement & work quality Resource Utilisation Practice feedback 3C’s – concern, cause, correction Resource SLAs Efficiency Tracker Team Barometer 11 Providing control & visibility of overall BA performance to senior management
- 12. Diversity ofRole & Skills Service Catalogue Alignment of resources & development BA Services & Resourcing Q. What does a BA do? 12
- 13. Performance Management ofIndividuals Company Framework Rating Assessment (Weighting) Safety compliance Contribution to team, function or wider company (20%) Work performance feedback (80%) Monitored on the performance hub 13Business Engagement Quality of Work
- 14. Engaging Individuals IndividualLevel 1:1 Resource Support Best Practice Support Team Level Weekly call – rotating leadership Team event – “ASK” BA Community of Practice Book Club – BA Lead Role Mentoring & Topic Leads 14
- 15. Sustaining Engagement New Waysto Learn 15 • Build a tower using spaghetti, string with a marshmellow on top – 18 mins • www.marshmellowchallenge.com • Agile Principles • Team work • Fun
- 16. Lessons Learned 1. Managementsupport remains #1 2. Continue selling the value, keep on the radar 3. Right people in the team (& keep them engaged) 4. Keep aligned with the company agenda 5. Don’t be precious about the model 6. Time - Marathon not a sprint 16
- 17. The Future? Resourcingbecomes a ‘one-stop shop’ across multiple disciplines BA team recognised for wider value – not just IT Develop our Community of Practice to include non-IS and non- National Grid BA’s IIBA creates an award called ‘BA Team of the year’ and NG wins! 17
Editor's Notes
- #3 (3) Mins - AF Intro: Welcome (AF) AF – Resourcing FL CR – Practice Manager What we are talking about (see slide)
- #4 (3m) - AF Message – big agenda – IT is at the heart – good business analysis ensures we get this right Energy Industry Drivers 1 Managing supply & demand of gas and electricity through change – examples - connecting to europe (saves UK cosumbers £1bn). Upgrading our Gas network to manage the change in supply – e.g. LNG terminal. 2 Conecting our network to new forms of sustainable energy e.g. windfarms 3 replacing assets on our aging networking IT Industry Drivers 1. Exploit mobility for our workforce to give them access to information and decisions in the field 2. Protecting our network from cyber attacks. IT is at the heart of our control centres them keep the lights on and the gas flowing so protecting is essential. 3. Cloud computing and big data gives us new data analytics to make decisions in where to investment. But we are regulated infrastructure company and we have to keep out costs low. So good business analysis ensures 1. Cost efficiency - great business cases for our investments 2. Commercially Savvy - 80% outsourced IT spend
- #5 (3m) - AF Portfolios covering gas and electricity distribution and transmission plus back office functions (finance, etc) and smaller businesses. Awards For BA – good But we look wider – ew encourge the BA’s to engage in the wider agenda. – stakeholder and analysis skills. – more on that later
- #6 So lets start the jounney. - AF (3m) Back in 2013 we had a re-organisation (… about happens all the time)
- #7 3m At this point annabel hands over to Craig So we started we a vision we agreed on to know what we
- #8 CR When I took on the role I went through a series of steps to show how we planned to build a practice cabale of delivering the vision. (5m)
- #9 CR Started with business portfolio model. By portfolio I mean different business area.
- #10 CR - 5m 1 – Portfolio (as-is) Thin layer of BA management & internal BA capability No process support 2 – Enhanced portfolio - Build BA mgmt structure within portfolios CNI Band D (ESO + GSO), Shared Band D (Portfolios) Switch key positions to internal + deputies in lead positions Additional Best Practice Role (internal) Work pack mgmt 3 – BA Practice (Matrixed Pool) Minimal BA Mgmt – called off by BC & PM’s All resources, internal, SDC & Contractors managed as a pool Additional Best Practice Role (internal) PM’s manage all workpacks Split out business analysts vs project mobilisation 4 – Split model based on CNI/Non CNI combination of option 2 and 3 CNI BA’s report to one BA Manager (this could report solid or dotted line to SO relationship manager The non-CNI are managed as a pool. --------- We choose matrix model – better development of individuals, drove consustency of how we work e.g. resourcing and methods. Allowed us to easier design and implement sharing of knowledge and success.
- #11 5m Craig hands back to annebel. Talk about the roles. Annabel talk about your experience. What annabel does is………..high level. Community feel – ASK, COPS, WEEKLY CALLS, BUDDYING, 1:1’s, SITE Visits. – where are there to support them, not manage them. Feedback – not just BA’s for perfmance but the support team as well…what we do is….survey monkey etc,.
- #12 3m - AF Talk about hub, AF Part og introducing lean thinking in to National Grid – whole org is tranisiotn to manage performance via hub concept. Here is BA hub 3 main areas – people, perf, CI. “one shot view”, no more than 10 mins once a week, shared with rest of team, shared with senior management. Reference to Craig’s IRM article. (leave one the sheet) Come and see the us in detail over lunch. Bring us some lunch!
- #13 Annabel – to included why services and how you resource to serviuce, not get me a BA. - Af (2m)
- #14 Annabel hands of to Craig. - CR (2m) company fraemework - What and How Balanced objectives – wider contribution recgonised – not just the job on its own.
- #15 Essential to keep people engaged in the work, team and the wider company. - CR 1m
- #16 1m - CR combination of practice learning and fun. Mention puppet show to get messages across.
- #17 Selling the value – hub at tina level, speaking at other events – int and ext, help the company agenda e.g. father, I&D, faciltation support outside IS. (3m) Message – we are keen to joinup with otrhers & help others – here are our email addresses and contact numbers. (laminated sheet) + small freebie. Here is our linked in NG BA interest group to carry on the conversation (Craig to Set-up) about the practice.
- #18 Hand over to annabel to wrap up. 2m