Business Analysis

events

25th May & 19th June

2006
Paul Turner
Competencies – the Demand side
Employers and Jobs
Competencies – the Demand side Qualifications – the Supply side
Employers and Jobs Employees and Training Providers
Competencies – the Demand side Qualifications – the Supply side
Employers and Jobs Employees and Training Providers
Competencies – the Demand side Qualifications – the Supply side
Employers and Jobs 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

Business knowledge Techniques
Personal qualities
 Key techniques

Business Process IT
Improvement Improvement Improvement

Strategy Value chain Requirements

Analysis Analysis Engineering
Systems Process Systems
Thinking Modelling Modelling
 Enabling business change
COMPETENCIES

Business Process IT
Improvement Improvement 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 Business analysis 3 4 5 6
management

Programme management 6 7

Project management 4 5 6 7

Business process testing 4 5 6

Change implementation 5 6
management

Organisation design and 5 6

implementation

Benefits management 5 6

Relationship Stakeholder relationship 5 6

management management

SFIAplus V3.0 - snapshot

Business Analyst Role:
Skill Level Weighting

Consultancy 6 High

Technical Specialism 5 Low

Business Process Improvement 5 High

Change Implementation, Planning & Management 6 Medium

Methods and Tools 5 Medium

Organisation Design & Implementation 3 Medium

Stakeholder Relationship Management 5 High

Compliance Audit 3 High

Business Analysis 5 High

Data Analysis 4 Medium

Business Process Testing 4 High

Benefits Management 5 Medium

Competencies – the Demand side Qualifications – the Supply side
Employers and Jobs 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.

Skills to be
business
transformation
Business BA Suppliers 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

OUTCOMES &
IT CHANGE
BENEFITS

Current? & future

BUSINESS OUTCOMES &

IT CHANGE
CHANGE BENEFITS
Understanding Business Change
1. Culture

2. Desire

3. Capability

4. Process

5. Tools

Five Change Levels New IT New Six Recruit

System CEO 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 Formula for
Joined up” transformation
High
Hearts Hearts &
Minds

Emotional
Intelligence

Minds
Logically right. Good strategy
“Traditional position
for IT projects”
Low Mental High
Intelligence
Challenges BA’s 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:
clo
colla se
borat
ion
 close collaboration between developers and business experts;
face-
comm to-face
 face-to-face communication (as more efficient than written documentation);
unica
tion

 frequent delivery
frequ
ent d
elive of new deployable business value;
ry

self-o
rganiz
team ing
 tight, self-organizing teams; s

requi
reme
 ways to work such that the inevitable requirements churn was not a crisis.
n
not a ts churn
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

B A

DSDM recognises
the role of the Business Analyst
 Let’s try it the old way …!

Task:

•To specify the requirements for a house you’d

like to have someone build for you (about 20 requirements)
 Detailed Requirements
•Square, pink basin
 Foundations •Satin steel taps
•--------
 Walls •------------
•Jacuzzi Bath
•Pop-up rubber plug
 ----------- •----------
•Chrome overflow
 ----------- •Sink
•------------
 Bathroom •--------
•Integrated soap dish
•Flooring
 Kitchen •Tubular chrome frame
•Plasma TV
 ------------ •Chrome u-bend
•Lighting
 ------------ •Chrome waste pipe
•---------
•------------
 ------------
 ------------
 Agile Approach …
Not the detailed Functional Spec…
Prioritised, High-level
Requirements
ec .
Sp nct
De
Fu

R1 ………M
R2 ………M
R3 ………S
R4………. S
R5 ………M
R6 ………M
R7 ………S
R8 ………S
R9 ………S
………….
………..
………
reqR76
uire………C
ment C
R77 ……
not a s churn
……….. crisis
R80 ……… S
 Prioritisation
M W
Must have
O
C
Should have S
Could have
O
M
Won’t have this time requi
reme
n
not a ts churn
crisis
 Group Exercise
Your task:

• Prioritise the top 20 High-Level requirements

for the house you’d 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 clo
collab se
oratio
n

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

Business and IT in PARTNERSHIP self-o

rgani
z
team ing
s

underpinned by a team
success approach
and a “no blame”
face- culture
comm to-face
unica
tion
 Facilitated Workshops
A team-based information gathering and decision
making technique OBJECTIVES:

• Boundaries

• Decision

• Commitment

clo
• Approval

collab se
face- oratio
n
comm to-face
unica
tion

• interactive communication
• empowered personnel
• independent facilitator
 A Cunning, Timeboxed Plan!
Delivery
DSDM Deadline
Internal Living
Feasibility Bathroom
Study Business Foundations Services Rooms
& Kitchen and
Study and Shell
Bedrooms
C C C C
S S S C
M M M S
M M M S
M M M M
Timebox Timebox Timebox Timebox

Prioritised,
High-level
Requirements
R1 ……… M
R2 ……… M
requi
R3 ……… S reme
n
not a ts churn
frequ crisis
ent d
eli very
 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 HOW
Data and Processes
Relationships and Inputs/Outputs

WHEN
Events, time and
scheduling
 Why DSDM?
 An agile business analyst’s “charter”

 Recognises the importance of analysis and modelling,

where other agile approaches do not specify this.
 DSDM Overview
9 Principles
Business Focus
Philosophy People, process, technology
80/20
MoSCoW
(Must, Should, Could, Wont Have)
Prototype Teams
Roles and Responsibilities
DSDM Guidance on team working
Guidance
Quality and Testing Life-cycle
Configuration Management (Framework)
Planning Phases
Risk Products
Techniques objectives
White Papers Facilitated Workshops
Prototyping
Modelling
Timeboxing
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
 Timeboxing B A
 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
 Timeboxing B A
 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 Qualifications – the Supply side
Employers and Jobs 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