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Starting a Business Analysis Community of Practice

Tim Kramer | Sr. Business Analyst | TE Connectivity

October 6, 2016
About Me
Tim Kramer has over 18 years of experience in the IT field and has held roles as a
Developer through Project Manager in Government, Software Consulting, Manufacturing,
Healthcare, Aerospace Defense & Marine, and Engineering industries. A goal-focused
problem solver with business analysis and project management expertise with a strong
background in implementing enhanced process improvement projects and providing
technology solutions in large and small organizations.

With a focus on aligning goals and objectives to the organization's vision and mission,
Tim is currently responsible for building a Business Analysis Community of Practice,
designing and implementing a Design Thinking program, integrating UX into the BA role,
and mentoring and coaching the BA team with a focus on the 6 knowledge areas outlines
by the BABOK. Tim is passionate about the discipline of business analysis using Lean tools to provide value to the
organization.

Interesting Fact: In 1992, I was in the political satire movie, “Bob Roberts”

Contact Info: tim.kramer@te.com | (m) 717-572-8362

2 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Agenda

 TE Connectivity
 Well Known Issues
 Brief History of Business Analysis at TE
 Business Analysis Community of Practice – Why?
 Steps Towards Establishing Greatness
 Business Analysis Maturity Model and Measurement
 Q&A

3 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Innovation Leadership

13,500 $625M 7,000+

PATENTS invested in R&D and ENGINEERS
granted or pending Engineering FY15 globally

ENGINEERING CLOSE TO OUR CUSTOMERS

2015 BEST
2015 THOMSON REUTERS INNOVATION
PRACTICES
TOP100
GLOBAL INNOVATORS
FROM A
MULTINATIONAL
5 YEARS IN A ROW COMPANY
Recognition from the
Shanghai Government

4 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 TE Sales by Segment
FY15 SALES
In US$ Billions

TRANSPORTATION INDUSTRIAL COMMUNICATIONS

Automotive, Commercial Aerospace, Defense, Energy, Appliances, Data & Devices, SubCom
Transportation, Sensors Industrial Equipment, Oil & Gas

$6.3B $3.2B $2.7B

5 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Our Connected World
TE is the World Leader in Connectivity & Sensor Solutions

$170 BILLION CONNECTIVITY AND

SENSOR MARKET 6 %* GROWING
ANNUALLY

*6% estimated annual market growth rate over the next 5 years

6 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Unmatched Resources
Close to Our Customers CHINA
EMEA

ASIA*
(EXCLUDING CHINA)
AMERICAS
$2.4B
$3.9B

$1.8B
$4.1B

Design Centers 9 5 3 3
Manufacturing Sites 41 30 10 14
Engineers 2,250 2,020 760 2,170
*Including India

$12.2B
FY15 SALES WORLDWIDE
7 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
 WORLD’S MOST ETHICAL
COMPANIES
by Ethisphere® Institute Second Consecutive Year

COMMUNITY 1,400
GREENHOUSE WATER CHARITABLE ORGANIZATIONS
GAS EMISSIONS* USAGE* supported in FY15 by TE and the TE Connectivity Foundation

27 % Reduction
34% Reduction
Listed on
DOW JONES
SUSTAINIBILITY INDEX

90/100 SCORE IN HUMAN RIGHTS

CAMPAIGN EQUALITY INDEX
Fifth Consecutive Year

COMMUNITY AMBASSADOR PROGRAM

4th TOP CONFLICT MINERALS INFLUENCE LEADER Over 100 TE Employees provide local leadership with our stakeholders,
by Assent Compliance including employees, government officials, and community partners.

*FY 2010-2015, represents absolute reductions, and does not include sites related to our divested Broadband Network Solutions
business or sites related to our recent acquisition of Measurement Specialties.

8 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Well Known Issues

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 Leading Culprits

Lack of
Inadequate Poor
Poor Executive
Scope Creep
Communication
Stakeholder
Involvement
Management Requirements
Support
Management

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 Poorly Performed Requirements Management Leads to Project Failure
Low Requirements Business Objectives Project Duration
Management Maturity Achieved Increase

54% 35%
74%
2013 Project Failure 2014 Project Failure

32% 37%

Source, www.iag.biz, “The Business Analysis Benchmark” by Keith Ellis,

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 Companies with Poor Business Analysis Capability
Will Have 3X as Many Project Failures as Successes.

80%

70% 68%
60%
60%

50%
41%
40%

30%

20%

10%

0%

Project Failure Increase in Spending IT Development Budget

Source, www.iag.biz, “The Business Analysis Benchmark” by Keith Ellis,
12 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
 Brief History of Business Analysis at TE

13 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 “What would you say…ya do here?”

14 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Brief History

A “trial”
PMO found a Primary BAs
In 2012 TEIS program was
certification A program needed to
wanted to put into place,
program was put into complete the
have a BA but there was
through place with the training as
Training a cost
Skillsoft recommended part of the
Program involved so no
Learning at courses TEOA Star-
established sponsorship
zero cost level 3
was secured

15 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Observations About the BA Role Lack of focus and
sponsorship on
Business Analysis as
a competency
Necessary contributed to
time to lengthy and costly
Training is too
accomplish Recognized a need implementations
much theory but
business to establish a
very little
analysis tasks Business Analysis
application
not given on Community of No time to do it
Understanding of projects Practice to help right, but plenty
the need for more improve speed and of time to do it
qualified Business quality of solution over (and over)
Leverage Analysts on delivery
industry best projects Increase BA
practices from organizational Build BA
IIBA maturity level Competency List

*42% of CIOs rated IT Business Analysis as a TOP technical skills gap in their organization
*Deloitte 2013 CIO Survey
16 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
 Challenges
Business Analysts are More Than Just…

Partner with the Business to Achieve Strategic Goals

17 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 5
People Development
4.5

3.5

2.9 2.9
2.8 2.8
2.5

1.5

0.5

0
Does DES have a common understanding of Does DES commit to the development of Does DES provide career development How would you rate the Advanced Business
the role and responsibility of a Business the Business Analyst role? opportunities for a Business Analyst to Analysis Training through Skillsoft?
Analyst? progress?
1 2 3 4

TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 NO YES

100%

90% 94% 94% 94%

80%
81%

75% 75%
70%

60%

50%
50% 50%

40%

30%

25% 25%
20%
19%

10%

6% 6% 6%
0%
Does DES offer a Does DES offer Does DES have Does DES have Do the Business Do the Business Do you think the
strong BA centralized rotational programs centralized training Analysts actively Analysts share Business Analyst
community of resources for in place to learn opportunities for share information information and best community would
practice or BA Business Analysts? different business business analysis? through practices through perform better if
culture? areas and technical collaboration tools frequently held there were more
domains? and social media? meetings? collaborative
opportunities?
5 6 7 8 9 10 11

TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Business Analysis Community of Practice – Why?

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 What is a Community of Practice?
“Communities of Practice” What’s the Difference?

is a phrase that refers to the

ways in which people
Community of Practice Teams
naturally work together. It  Common Interests  Common Goals
acknowledges and  Informal  Formal
celebrates the power of  Voluntary  Assigned Roles
 Dynamic Common  More Static
informal communities of  Long Lasting Activities  Till Job is Done
peers, their creativity and  Self-organizing  Hierarchical
resourcefulness in solving  Process Oriented  Goal Orientated
 Knowledge Sharing  Cooperation
work problems, and  Defined by Knowledge  Defined by Tasks
inventing better and easier
ways to meet their
commitments.
http://www.pmi.org/learning/communities-practice-advancing-ways-people-together-7840
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 Starting Points – Purpose & Mission

BA Community of Practice Purpose:

To Provide a Forum for continuous improvement of TE’s business
analysis skillset through collaboration, mentoring, and education.

Mission:
Cultivate a cohesive BA Community that aligns with the Project
Management Council and the overall goals of TEIS. Grow the
community of professionals who are collaboratively dedicated to
the continuous advancement of the BA skillset.
22 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
23 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
 Steps Towards Establishing Greatness

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 Sr. Level
BA

Leader for
Holistic,
BA
Enterprise
Learning
View
Series

EBA
Manage Partner
the BA with
Maturity Business
Model Sponsors
Consult on
Complex
Enterprise
Projects

TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Business Analyst Engagement – BAM & EBA
Enterprise Planning
Pre-
G0
Project
BAM
• Identify current & future BA
resource demand
• Partner with business
stakeholders
• Assign and Allocate
resources in TE Project
• Ensure alignment with
current enterprise priorities
EBA
• Provide support to
Business Capability and
Strategy Planning
• Assist Business and IT to
define capabilities,
features, and scope for
program initiation
• Partner with BAM, AM, EA
on assessment of new
projects
• Provide guidance to BAs
on delivery approach for
approved projects
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Execution & Control Closing
Monitoring
G2 Executing G3 and
Initiating G1 Planning G4 Complete
Controlling
/Closing
BAM
• Provide guidance to BA Team on work process & requirements management to enable re-use of BA artifacts
• Partner with Program and Project Management on delivery approach
• Manage BA Peer Review execution & ensure the quality of BA artifacts by reviewing BA deliverables
• Approve BA deliverables submitted for Stage Gating
• Recruit, Retain, Develop & Deploy BA resources appropriately and Plan Future BA Resource requirements
• Ensure accurate representation of BA resources & their allocations in TE Project
EBA
• Consult as needed across all projects & initiatives, focusing on major enterprise projects
• Partner with Enterprise Architecture & Business Process Management to ensure solution delivery stays aligned with enterprise strategies
• Act as advisor to all business analyst roles
• Drive quality throughout BA Community of Practice
• Develop & align on BA best practices & assess our BA Practice Maturity
• Continuously improve on BA process, tools & templates
LEGEND
BAM (Business Analyst Manager)
EBA (Enterprise Business Analyst)
BRM (Business Relationship Manager)
BA (Business Analyst)
EA (Enterprise Architect)
AM (Application Manager)
 Business Analyst Engagement – BA
Enterprise Planning Execution & Control Closing

Monitoring
Pre- G2 Executing G3 and
G0 Initiating G1 Planning G4 Complete
Project Controlling
/Closing

BA
• Contribute to Program
Charter
• Create Program Features
Document (PFD)
• Participate in development
and evaluation for
Request For Information
(RFI) & Request for
Proposals (RFPs)
• Develop BA Approach &
timeline for BA
Deliverables for Estimates
• Validate Business Case
and Intake Documents
BA
• Validate Business Case &
Project Intake information
• Assess Current & Future State
Business Process Definitions
• Finalize BA Approach for
project deliverables
• Consulted by PM on:
o Project Timeline Definition
o Issues/Risks/Dependencies
& Assumptions Definition
o Capability & Feature
Alignment to overall
Program Goals &
Objectives
• Create BA Artifacts (ie: RMP,
RTM, etc.)
• Assist in Project Business
Prioritization
BA BA
• Ensure solution Alignment to overall Program
• Elicit Requirements and capture/document VoC Goals
• Develop Business Requirements, Business Solution Design,
• Contribute feedback to IT PM on Lessons
Requirements Traceability Matrix (RTM) Learned based on Post-Mortem activities
• Create BA Artifacts (ie: BRD, BSD, Use Case)
• Support transition to Solutions Delivery
• Ensure solution alignment to overall Program Goals • Transition ownership to the end user community
• Consulted by IT PM on:
o Major Scope changes
o Project Timeline updates
o Issues/Risks/Dependencies & Assumptions updates
• Review Technical Design Documents (TDD)
• Consulted by IT PM on:
o Major Scope changes
o Project Timeline updates
o Issues/Risks/Assumptions & Dependencies updates
• Collaborate with Project Team to maintain RTM
LEGEND
• Assist the Business in creation & validation of UAT Test Cases BA (Business Analyst)
• Provide support during UAT to identify defects & Change
RMP (Requirements Management Plan)
Requests. RTM (Requirements Traceability Matrix)
• Analyze defects & develop Change Requests as needed VoC (Voice of the Customer)
BRD (Business Requirements Document)
BSD (Business Solutions Document)
UAT (User Acceptance Testing)

TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Improve the Quality of BA Work through Education & Training

User
Agile
• Empathize Experience • CBAP/CCBA
• Define • PMI-PBA
• Ideate • UX Master • Business Process • Scrum
• Prototype Certification Management • CSM
• Test • UX Design • Business • User Stories
• Crafting Personas Relationship • Story Boards
and Scenarios
Design Business
Thinking Analysis

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Provide consistent BA guidelines, processes and tools and assign BAs to functional areas to improve domain expertise

Improve the Quality of BA Work - Consistency

Business
Peer Reviews RTM
Case

Project
Engagement
RMP BRD
Business Process Templates
Process
Improvement

Assumptions Guidelines Support

Dependencies Skills
Matrix
Capabilities Local
Region
Features

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 People
• Putting the necessary people in the right place
• Educate and develop the necessary skills for success

Process
• Standardize and formalize the process
• Implement at both the program and project level

Technology
• Utilize industry standards to ensure necessary technology is in place
• Understand the purpose behind technological solutions

Culture
• Instill a sense of urgency with executive management and sponsors
• Emphasize the business value on requirements management as a critical
component

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 BA Community of
Practice
delivering
Start laying the foundation for the BA Community of Practice and maximum value
leverage success stories along the way

Extend
Improve External
Quality of Network
Develop the Business
Business Analyst Work
Analysis
Down the road we see an
Establish the Engagement
Model Engaged BA Community that
Enterprise
Business
can deliver quality solutions
Internalize Analyst faster
Sponsor a
the Business
Business Analyst Role
Establishing a Business Analysis Community of Practice is one approach
Analysis we are taking to address the challenge of improving speed and quality of
Community of
Practice delivery of our solutions
Business Analysis Community of Practice Timeline
FY2016 FY2017 FY2018

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

BA Certification
Internalize BA Role
Program
Sponsor BA
Establish EBA Role
Community
People Design Thinking &
UX Integration
Support BA Community and Engagement Activities

Develop BA
Enterprise Analysis
Engagement Model
Establish BA
Process Learning Plan
Establish BA Peer
Review
Requirements
Design BA Toolkit
Management Tool
Tools Measure
BA
Measure
BA
Measure
BA
Maturity Maturity Maturity

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 Business Analysis Process Flow
Requirements Definition Requirements Management

Enterprise Analysis
Impact Status
Validation Elicitation Analysis Tracking
Communication

Collaboration Change
Tracing
Specification Analysis Control

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 Leading Culprits

Lack of
Inadequate Poor
Poor Executive
Scope Creep
Communication
Stakeholder
Involvement
Management Requirements
Support
Management

34 TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

 Value on
Business
Increase in Analysis
Stakeholder
Increase in Involvement
Executive
Management
Support
Increased
Communication
and
Collaboration

Implement
Requirements
Management
to avoid
Scope Creep
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 Extend the External Network

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 Business Analysis Maturity Model & Measurement

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 Create the
Maturity Model

Define Stages
of a BA

Use the Six

Knowledge
Areas

Elicit Feedback
From
Stakeholders

http://www.kathleenhass.com/pdfs/KHass%20Assessment%20Practice%202015.pdf
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 Manage Maturity

Enabled by…
 organizational and leadership recognition
of business analysis

Achieved by…
 continuously monitoring
About… capabilities
 the levels of capability and  identifying areas for
efficiency across its people, improvement
processes, and tools  implementing improvements

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 Planning Monitoring Analyzing Communicating Controlling

Continuous Process Throughout a Project

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 Crawl, Walk, Run… …but don’t forget to fly!

Plan, Plan, Plan Leverage Execute Future State

 Gain Executive Support  Communicate &  Governance +2 yr
 Choose Right over Fast Collaborate  Improved Maturity  Engaged BA Community
 Develop Main Pillars  Learning Program  More Sr. Level Business providing fast & efficient
 Focus on People Established Analysts solutions
 Develop a Maturity Model  Internal Certification  EBA Role Established  Strategic Analysis
 Communicate to the  Measure Maturity  Partnership with CIO  Extending the BA Network
Organization  Alignment with Project Group
 Be Realistic Management
 Deliver Small Wins

Basic Foundation Strong Community Recognized Value Maximum Value

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Thank you for Your Time & Attention
 End of Presentation
Additional Slides for Reference Only

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