Business Analysis events 25th May & 19th June 2006

Paul Turner

Competencies the Demand side

Employers and Jobs

Competencies the Demand side

Employers and Jobs

Qualifications the Supply side

Employees and Training Providers

Competencies the Demand side

Employers and Jobs

Qualifications the Supply side

Employees and Training Providers

Competencies the Demand side

Employers and Jobs

Qualifications the Supply side

Employees and Training Providers

Standard definitions and approaches

Employers, Jobs, Employees and Training Providers

Debbie Paul Assist Knowledge Development www.assistkd.com

Joint editor of Business Analysis

Our aim:
To support professionalism in Business Analysis by providing:
Best practice techniques Pragmatic advice

Additional references

The development of Business Analysis

Business Improvement

Process Improvement

Scope
IT Improvement

Maturity

Range of competencies
Competencies of a Business Analyst

Behavioural skills and Personal qualities

Business knowledge

Techniques

Key techniques
Business Improvement
Strategy Analysis Systems Thinking

Process Improvement
Value chain Analysis Process Modelling

IT Improvement
Requirements Engineering Systems Modelling

Enabling business change

COMPETENCIES
Business Improvement Process Improvement IT Improvement

Business Case
Implementing Change Managing the Information Resource

Business Analysis - a key discipline

Defined standards Greater scope and authority Increasing professionalism

Debbie Paul Assist Knowledge Development Joint editor of Business Analysis

Competencies the Demand side

Employers and Jobs

Business change management

Business analysis Programme management Project management Business process testing Change implementation management Organisation design and implementation Benefits management

6 6 7 7

5 5 5

6 6 6

5 5

6 6

Relationship management

Stakeholder relationship management

SFIAplus V3.0 - snapshot

Business Analyst Role:

Skill
Consultancy Technical Specialism

Level
6 5

Weighting
High Low

Business Process Improvement

Change Implementation, Planning & Management Methods and Tools Organisation Design & Implementation Stakeholder Relationship Management Compliance Audit Business Analysis Data Analysis Business Process Testing Benefits Management

5
6 5 3 5 3 5 4 4 5

High
Medium Medium Medium High High High Medium High Medium

Competencies the Demand side

Employers and Jobs

Qualifications the Supply side

Employees and Training Providers

Standard definitions and approaches

Employers, Jobs, Employees and Training Providers

Re-inventing Business Analysis: New skills?

Craig Rollason

Industry Context
The IT profession needs to move from its traditional role of technical solution supplier to become a proactive business transformation partner.
Colin Thompson, BCS deputy chief executive and programme director for the BCS professionalism in IT programme. April 2006

(1) Outsourcing (2) IT Projects on their own not enough

Re-cap of BA Role Definition

An internal consultancy role that has the responsibility for investigating business systems, identifying options for improving business systems and bridging the needs of the business with the use of IT.
From Business Analysis (2006), published by BCS.

Business

BA

Suppliers

Skills to be business transformation partner?

Project Design
Assess characteristics & decide approach and resources needed to deliver business outcomes

Doing the right things

Strategic Fit
Business Strategy Technical (IS/IT) Strategy Meets Investment Criteria (Business Case)/priority

Doing things right

Selection of appropriate analysis approach & tools Right Resource Capabilities
You, Business Colleagues

Deciding the sourcing strategy & commercials

Change Management
Past & current

IT CHANGE

OUTCOMES & BENEFITS

Current? & future

IT CHANGE

BUSINESS CHANGE

OUTCOMES & BENEFITS

Understanding Business Change

1. Culture 2. Desire 3. Capability 4. Process 5. Tools Five Change Levels New IT System New CEO Six Recruit Sigma Graduates

Emotional Intelligence (EI)

EI: Set of skills, including self-motivation, empathy and social competence in interpersonal relationships e.g.
Self Awareness Political Awareness Influence

As opposed to Mental Intelligence: Capacity to reason, plan, solve problems, think abstractly, comprehend ideas and language, and learn. Measured by Intelligence Quotient (IQ)

EI & IQ working together

Inspired. people are Joined up High Formula for transformation

Hearts

Hearts & Minds

Emotional Intelligence

Minds
Logically right. Good strategy Traditional position for IT projects High

Low

Mental Intelligence

Challenges BAs will face

Role clarity What sort of BA? Re-assess education & skills Salary aligned to responsibilities Overcoming IT stereotypes

Summary
BA skills need to develop as a result of:
Outsourcing Desire for ever greater IT/Business Alignment

BA needs to develop core skills:

Emotional Intelligence Project Design Change Management

Thank You Re-inventing Business Analysis

Craig Rollason
craig.rollason@btinternet.com

Agile Business Analysis

Dot Tudor TCC Training and Consultancy ISEB Business Analysis, PRINCE2, DSDM,

What is Agile?
In the late 1990's several methodologies emphasized: close collaboration between developers and business experts; face-to-face communication (as more efficient than written documentation); frequent delivery of new deployable business value; tight, self-organizing teams; ways to work such that the inevitable requirements churn was not a crisis.

Early 2001 saw a workshop in Snowbird, Utah, USA, where various originators and practitioners of these methodologies met to figure out just what it was they had in common. They picked the word "agile" for an umbrella term and crafted the Manifesto for Agile Software Development, whose most important part was a statement of shared values:

What is Agile?
While interest in agile methodologies has blossomed in the past few years, its roots go back more than a decade.
Teams using early versions of Scrum, Dynamic Systems Development Method (DSDM), and adaptive software development (ASD) were delivering successful projects in the early- to mid-1990s
Jim Highsmith Director, Cutter Consortium

DSDM recognises the role of the Business Analyst

Lets try it the old way !

Task:
To specify the requirements for a house youd like to have someone build for you (about 20 requirements)

Detailed Requirements
Foundations Walls ---------- ---------- Bathroom Kitchen ----------- ----------- ----------- ------------------Jacuzzi Bath ---------Sink -------Flooring Plasma TV Lighting --------Square, pink basin Satin steel taps -----------Pop-up rubber plug Chrome overflow -----------Integrated soap dish Tubular chrome frame Chrome u-bend Chrome waste pipe ------------

Agile Approach Not the detailed Functional Spec

Prioritised, High-level Requirements
R1 M R2 M R3 S R4. S R5 M R6 M R7 S R8 S R9 S . .. R76 C R77 C .. R80 S

Must have
O

Prioritisation M C S
M

Should have Could have

O

Wont have this time

Group Exercise
Your task:
Prioritise the top 20 High-Level requirements for the house youd like to have built, to show at least the Must Have requirements

Note:

To PRIORITISE effectively you need a clearly-stated objective!

Agile, DSDM Teams

self-directed small (no more than six) composed of users and developers with equal responsibility

Business and IT in PARTNERSHIP

underpinned by a team success approach and a no blame culture

Facilitated Workshops
A team-based information gathering and decision making technique
OBJECTIVES: Boundaries Decision Commitment Approval

interactive communication empowered personnel independent facilitator

A Cunning, Timeboxed Plan!

DSDM Internal Feasibility Business Foundations Services Study Study and Shell
C S M M M

Bathroom & Kitchen

C S M M M

Living Rooms and Bedrooms

C C S S M

Delivery Deadline

C S M M M

Timebox
Prioritised, High-level Requirements
R1 R2 R3 M M S

Timebox

Timebox

Timebox

Iterative and incremental

investigate refine

consolidate

The BIG delivery

Jan

Feb

Mar

Apr

May

Small but complete deliveries

Modelling Perspectives
WHY
Rationale, ends and means

WHERE
Locations and Network Links

WHO
People and Tasks

WHAT
Data and Relationships

HOW
Processes and Inputs/Outputs

Events, time and scheduling

WHEN

Why DSDM?
An agile business analysts charter Recognises the importance of analysis and modelling, where other agile approaches do not specify this.

DSDM Overview
Philosophy 80/20 MoSCoW Prototype

9 Principles Business Focus People, process, technology

(Must, Should, Could, Wont Have)

DSDM
Guidance Quality and Testing Configuration Management Planning Techniques Risk Facilitated Workshops White Papers Prototyping Modelling Timeboxing

Teams Roles and Responsibilities Guidance on team working

Life-cycle (Framework) Phases Products objectives

Summary: What is Agile Business Analysis?

close collaboration between the development and business experts; face-to-face communication (as more efficient than written documentation); frequent delivery of new deployable business value;

tight, self-organizing teams;

ways to work such that the inevitable requirements churn is not a crisis. AND High level Requirements MoSCoW B Timeboxing Facilitated Workshops Modelling

and the BA makes sure it happens!!

Summary: What is Agile Business Analysis?

close collaboration between the development and business experts; face-to-face communication (as more efficient than written documentation); frequent delivery of new deployable business value;

tight, self-organizing teams;

ways to work such that the inevitable requirements churn is not a crisis. AND High level Requirements MoSCoW B Timeboxing Facilitated Workshops Modelling

and the BA makes sure it happens!!

Agile Business Analysis

Dot Tudor TCC Training and Consultancy ISEB Business Analysis, PRINCE2, DSDM,

Competencies the Demand side

Employers and Jobs

Qualifications the Supply side

Employees and Training Providers

Standard definitions and approaches

Employers, Jobs, Employees and Training Providers

ISEB Qualifications in the area of Business Analysis and Business Change

Foundation Level:
Foundation Certificate in IT-enabled Business Change NEW

Individual Practitioner Level Certificates:

Business Analysis Essentials Requirements Engineering Organisational Context (formerly Business Organisation) Modelling Business Processes Systems Development Essentials Systems Modelling Techniques Benefits Management and Business Acceptance Under development

Higher Level:
The Diploma in Business Analysis

And now .
ISEB Professional in Business Analysis
Currently being piloted with 3 employers Part of the ongoing definition of a series of Professional roles Involves: Qualifications in own specialist discipline Qualifications in other supporting disciplines Experience in own discipline Leadership, coaching and mentoring Ethics Interpersonal skills