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Business Analysis Standardization A Strategic Mandate: John E. Parker
Business Analysis Standardization A Strategic Mandate: John E. Parker
A Strategic Mandate
John
E.
Parker
Agenda
BABOK V2
BABOK v3
Definitions
A business analyst is any person who performs
business analysis activities, no matter what their job
title or organizational role may be. Business analysis
practitioners include not only people with the job title
of business analyst, but may also include business
systems analysts, systems analysts, requirements
engineers, process analysts, product managers,
product owners, enterprise analysts, business
architects, management consultants, or any other
person who performs the tasks described in the
BABOK Guide, including those who also perform
related disciplines such as project management,
software development, quality assurance, and
interaction design.
Failed, 24%
Successful,
32%
Challenged
44%
Lack of Maturity in
Requirements
Development &
Management
Business Analysis Is
more than just
Requirements
Business Impact
Standardization
10
BABOK v3
BABOK Version 3
Enterprise Analysis
Situa9on Analysis
Requirements Analysis
Elicita9on
11
Increase Quality
Lowers
salary
costs
due
to
collabora9on
between
dierent
units
(BAs
can
ll
in
for
each
other)
Lowers
overhead
costs
due
to
sharing
documenta9on
and
training
materials
across
the
organiza9on
Lowers
IT
costs
due
to
suppor9ng
informa9on
systems
across
the
organiza9on
in
using
standardized
processes
and
deliverables
Achieves
more
consistent
project
results
and
outcomes
Less
defects
and
quality
problems
as
organiza9ons
learn
to
how
to
consistently
perform
business
analysis
ac9vi9es
Higher
quality
through
using
con9nuous
improvement
and
sharing
of
best
prac9ces
Improve
Organiza7onal
Performance
12
Business Analysis
Regardless of who performs the role, business
analysis must be clearly defined and understood as
effective business analysis drives project success and
business outcomes. Below is a list of key activities
that should be considered when defining the definition
of business analysis in your organization.
1. Analyzing and documenting the business
problem
2. Evaluating options and recommending the right
solution
3. Identifying and engaging stakeholders
4. Eliciting business and stakeholder needs
5. Defining requirements
6. Facilitating collaboration between business and
development teams
7. Enabling business change and transformation
8. Ensuring the solution delivers business value
Copyright 2013 Enfocus Solutions Inc. All Rights Reserved.
13
14
Requirements Development
Elicit stakeholder needs
Develop requirements
Solution Delivery
15
Services
Capabili9es
Competencies
Governance
Processes
Prac9ces
Data
Tools
16
Focus
Services
Capabili7es
Dened
BA
Roles
Competency
Model
Learning
program
Training
Governance
Management
support
Leadership
Community
of
Prac9ce
Centers
of
Excellence
17
Focus
Processes
Framework
or
Methodology
Process
models
Prac7ces
Business
Analysis
Techniques
Visualiza9on
Methods
Prac9ce
aids
(Checklists
and
templates)
Tools
Data
18
Services
Enterprise Services
Finding
Solu9ons
To
Problems
Dening
&
Managing
Requirements
Empowering
Business
Architecture
Enabling
Business
Change
Assessing
&
Valida9ng
Solu9ons
Evalua9ng
and
Acquiring
Solu9ons
Measuring
&
Evalua9ng
Performance
Facilita9ng
Por[olio
Management
Decisions
Process
Modeling
and
Design
Managing
Vendor
Performance
Managing
Benets
Realiza9on
Designing
IT
Services
19
Capabili9es
Business Analysis
Capability Maturity Levels
5.0
5 Focus on innovations used to gain competitive advantage
Innovating
4.0 Managed
4 Enterprise portfolio managed for business value
3.0 Aligned
2.0 Defined
2 Business requirements
defined and managed
1 Process unpredictable,
1.0 Initial
20
Processes
Business
Analysis
Business
Analysis
Planning
and
Monitoring
Elicita?on
Requirements
Management
and
Communica?on
Idea9on
to
Features
(Enterprise
Analysis)
Features
to
Requirements
(Requirements
Analysis)
Requirements to Value
Solu9on Requirements
21
Processes
2.
Determine
Target
State
&
Performance
(Vision)
3.
Assess
Capability
Gaps
5.
Conduct
Stakeholder
Analysis
6.
Determine
Enabling
Changes
7.
Evaluate
Solu9on
Op9ons
&
Innovate
9.
Priori9ze
Features
&
Determine
Solu9on
Scope
10.
Prepare
Business
Case
&
Benets
Realiza9on
Plan
11.
Prepare
Business
Analysis
Plan
People,
Process,
Technology
,
Governance
4.
Dene
Business
Requirements
8.
Iden9fy
&
Dene
Features
22
Processes
13.
Document
Stakeholder
Needs
14.
Iden9fy
Applicable
Business
Rules
15.
Dene
Func9onal
Requirements
INVEST
16.
Determine
Nonfunc9onal
Requirements
17.
Review
&
Improve
Requirements
18.
Elaborate
Requirements
with
Detail
19.
Determine
Bundling
Strategy
20.
Allocate
Requirements
to
Bundles
21.
Validate
Requirement
Bundles
22.
Baseline
Requirement
Bundles
(WBS)
23
Processes
23.
Dene
Test
Cases
and
Verica9ons
24.
Execute
Test
Cases
26.
Trace
Requirements
27.
Manage
Defects
28.
Facilitate
Business
Technical
Communica9ons
29.
Facilitate
Enabling
Business
Change
30.
Manage
Requirement
Changes
31.
Dene
Transi9on
Requirements
32.
Assess
Organiza9onal
Readiness
33.
Manage
Benets
Realiza9on
25.
Perform
Verica9ons
24
Requirements Analysis
Prac9ces
Standardization
Requirements Development and Management Practices
o
o
o
o
o
o
Elicitation Methods
Review and Validation
Prioritization
Sign-Off and Approval
Requirements Allocation
Change Management
Requirement Types
o Business Requirements
o Stakeholder Requirements
o Solution Requirements
- Functional Requirements
- Non Functional Requirements
o Transition Requirements
Documentation Standards
o
o
o
o
o
o
Standardized Vocabulary
Copyright 2013 Enfocus Solutions Inc. All Rights Reserved.
25
Prac9ces
Standardization
Stakeholder Identification and Engagement
o Business Stakeholders
o User Stakeholders
o Technical Stakeholders
Solution Conceptualization
Requirements Development
o Level of Detail
o Elicitation Methods
o Visualization Methods
Requirements Management
o Requirements Traceability
o Requirements Change Management
o Requirements Validation
26
Collaboration
Prac9ces
27
Prac9ces
Prac9ces
PMBOK
BABOK
5.1
4.1.1.1 (I)
5.4
4.1.1.2 (I)
5.5
5.1.1.2 (I)
2.3,2.4,2.5
13.1.3.1
3.4, 6.5
5.2
5.2.3.1
4.4, 6.5
5.2.3.1
7.2
7.0
5.2.3.2
Solu9on
Defects
Transi9on
Requirements
4.2
7.5
5.2.3.1
6.5, 7.4
7.3
7.6
29
Data
Business processes
Enterprise data
Business rules
Stakeholder profiles and locations
IT Services
Projects
30
Requirement Patterns
Data
31
Requirement Patterns
Data
32
Governance
33
Governance
ScaYered
Silos
Center
of
Excellence
Community
of
Prac9ce
Formal Hierarchy
Structured Department
Tightly
connected
to
others
in
domain
Loosely
connected
to
others
in
domain
Goal
is
building
organiza9onal
capabili9es
Goal
is
knowledge
acquisi9on
&
sharing
Voluntary enrollment
34
Tools
Project Management
IT
Service
Management
Copyright 2013 Enfocus Solutions Inc. All Rights Reserved.
Por[olio
Management
Agile Development
Requirements
Management
Applica9on
Lifecycle
Management
35
Tools
Requirements
valida9on
Requirements
traceability
Requirements
change
management
Solu9on
acquisi9on
Solu9on
assessment
and
verica9on
Requirements
lifecycle
management
User
acceptance
tests
Transi9on
requirements
Retrospec9ves
Por[olio
management
Benets
realiza9on
management
36
Tools
Review and validation is continuous process not a single event like a word document
Each type of requirement needs different types of data (Patterns)
Requirements need to be traced forward and backwards from the source where they
were created to deployment in the solution
Multiple people need to work on the requirements at one time. This is impossible or
very difficult with a word processor such as Word. It is important to track who and
when changes were made.
Often time, it is necessary to gather additional data to make a requirement complete,
this is often done with action items. Trying to track all of these in word/SharePoint can
be a nightmare.
Copyright 2013 Enfocus Solutions Inc. All Rights Reserved.
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38
39
Enfocus Solutions:
Achieving Business Analysis Outcomes
40
Q & A
41
42
Message Formats
Error Messages
Data Edits
Controls
Search Criteria
Sort Criteria
Stakeholder
Requirement
Scenarios,
Needs
Func9onal
Requirement
INVEST
Requirement
PaYern
Reference
Documents
Requirement
AYributes
(Specica9ons)
Business
Stakeholder
Comments
Dependencies
Acceptance
Criteria
Visualiza9ons
State
Transi9on
Computa9ons
UI AYributes
Task Sequence
Excep9on Handling
Decision Tables
Data Access
Naviga9on
43
1. Ini9al
2. Dened
Focus:
Survival
Projects
Goal:
Descrip7on:
Capabili7es:
Awareness
of
the
importance
of
business
analysis
Business
requirements
dened
and
managed
3.
Aligned
Business
Alignment
Solu9ons
aligned
with
the
business
4. Managed
5. Innova9ng
Enterprise
Por_olio
Business
Model
Innova7on
Enterprise
por[olio
managed
for
business
value
Community of Prac9ce
Center of Excellence
Enterprise
Por[olio
Management
Oce
Innova9ons
used
to
gain
compe99ve
advantage
Business
analysts
work
with
business
units
to
link
enterprise
goals
and
strategies
to
programs.
Business
analysts
work
as
internal
consultants
with
business
units
to
evaluate
innova9ons
to
gain
a
compe99ve
advantage.
Business
Model
/
Capabili9es
Analysis
Compe99ve
market
analysis
Enterprise
por[olio
management
Innova9on
management
EPMO
manages
enterprise
innova9on
44