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Module 3 - Mature Business Analysis Practices v.2
Module 3 - Mature Business Analysis Practices v.2
Hass, Kathleen From Analyst to Leader Chapters 8, Establishing a BACOE. Slides for this module are adapted from additional material, frameworks and white papers provided by Kathleen Hass
IT Oriented Analysts:
Improve operations through changes to technology Mostly generalists as opposed to
Information BAs Process BAs Rules Bas
3Source: Carey Schawber and Rob Karel, The New BA, Forrester Research
to Tomorrows BA
Business Architects
Make the enterprise visible Keep the business and IT architecture in synch Make visible:
Current State (as-is) Future State (to-be) Gap in capabilities needed to achieve the future vision
The future BA
Convert business opportunities into new business solutions Translate strategy into process and technology changes Cross-functional and cross-domain experts
4Source: Carey Schawber and Rob Karel, The New BA, Forrester Research
Todays Agenda
Business Analysis Maturity Model BA Practice Maturity BA Workforce Competency Business Analysis Center of Excellence (BACOE)
There is a need for Business Analyst competency and career path definition
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Source: The New Business Analyst: A Strategic Role in the Enterprise, November 2006 Evans Data Corporation Research Study
Real Problem
Lack of understanding of the role of the Business Analyst No Career path Issues regarding standards Too many nice to haves Design orientation of analysis
Business Analysis maturity models systematically increase the level of maturity of the Business Analysis function within the organization
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Another View
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Execute Plans
Monitor Progress
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Scope
IT Improvement
Process Improvement
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Maturity
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Key Techniques
Business Improvement Strategy Analysis Systems Thinking Process Improvement Value chain Analysis Process Modelling IT Improvement Requirements Engineering Systems Modelling
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2. BA Practice Maturity
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BA Practice Maturity
Current State
>50% of organizations do not
have basic pieces in place to be successful at business and software requirements 70% of organizations do not have the fundamental BA competencies for business requirements elicitation to consistently bring in projects on time and on budget
Future State
Companies can achieve success rates in excess of 80% on a consistent basis with a focus on the combined aspects of business requirements: People Process Enabling tools
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Supportive Environment
BACOE
Competency
Business Focus
Enterprise Analysis
Capable BA Workforce
BA Governance
Customer Relationships
Mentoring Program Business Benefit Management Robust Training Competitive / Programs Feasibility Studies 19
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Companies that have made pervasive change to their BA people and processes: processes
Over 70% have successful projects 54% are on time, on budget and on function Spend about 50% less for their applications
Source: BA Benchmark Study, 2008 based on 110 Companies, projects >$250K, Involving significant change to 21 process and technology
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B P A racticeandW orkforceMaturity
0 .0 0 .0 0 .0 0 .0 P roject 0 .0 C plexity om 0 .0 0 .0 0 .0 0 .0 0 0 0 Project T ype 0 0
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3. BA Workforce Competency Evaluate BAs to identify skill gaps and baseline BA workforce competency; this Evaluation will also inform the BA role/career path and professional development 4. BA Role, Title, and Career Path 5. BA Professional Development Program 6. BA Standard Methods and Tools 7. Change Management Program 8. Business/Technology Forums Finalize BA job descriptions, titles, career progression ensuring alignment with industry to professionalize the BA role in your organization Launch BA development program including training, mentoring, and organizational support to bring the BA workforce competency to the level needed to be successful on 2010 projects Develop, pilot, implement BA standards to close the gap in level 2 practices; accompany implementation with training and mentoring Execute a formal change management campaign to manage the changes and to ensure BA Practices are embraced by all project stakeholders Conduct forums to help build consensus on the professional BA role and support for BA activities 24
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3. BA Workforce Competency
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Business architecture Opportunity analysis Problem analysis Solution feasibility analysis Business case development Solution assessment and validation
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OUTCOMES
Value of operational business process & systems is continually enhanced
OUTCOMES
Business requirements are managed to ensure new solutions meet business objectives
OUTCOMES
The enterprise is investing in the most valuable initiatives and is realizing the business benefits forecasted in the Business Case
OUTCOMES
New strategy formulated. Business/Technology optimized. Continued or better competitive position.
TYPE OF LEADER
Generalists, Business/System Specialists, Product Managers Entry Level Through Consultant
TYPE OF LEADER
Business Domain Experts, IT System Experts Entry Level Through Consultant
TYPE OF LEADER
Enterprise Change Experts, Business Architects Mid Level Through Consultant
TYPE OF LEADER
Business/Technology Analysts, Innovation, Cultural Change, CrossDomain, Strategy Experts Enterprise Level Through Consultant
BA Workforce Demographics
Acquisitionof BA S kills
0 % 0% 0 0% 0 0% 0 Self-Educated On-the-Job Formal Education Other
Y earsof BAExperience
0% 0
BAC ertification
0% 0 Less than 0 years 00 - years 00 - years 0% 0 Greater than 0 years
0% 0 0% 0 0% 0 CBAP Other Industry Certification No Certification
0% 0
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BA Workforce Demographics
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BA Workforce Demographics
#of Concurrent Projects
0 0 0 #of Projects 0 0 0 0 0 0 0 0 0 0 0 0
> 0 0 -0 0 -0 0 -0 0 -0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Count
ProjectT ypes
Low to Moderately Complex, Enhancement or Improvement Moderately Complex, New Development Highly Complex, HighRisk Programor Portfolio
0% 0
0% 0
0% 0
Paarticipant Count
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4. BACOE
Emerging BACoE
CoE are emerging as a vital strategic asset to serve as the primary vehicle for managing complex change initiatives, a business support function just as critical as accounting, marketing, finance and HR A center of excellence, as defined by Jonathan Geiger, is a team of people that is established to promote collaboration and the application of best practices. The concept of centers of excellence (CoE) is quickly maturing in twenty-first century organizations because of the need to collaboratively determine solutions to complex business issues
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Emerging BACoE
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Emerging BACoE
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Other Benefits
Decreased risk on our projects Increase value for our given projects Improved quality of deliverables Improved time to deliver goods and services Provides a centralized point of expertise Integrates process and practices
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The mission
Clear, compelling mission: to deliver business value Delivered often, the right message to the right people
The value
Link improved performance to executive goals
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BACoE Functions
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BA Maturity Model
Technology Used as a Competitive Advantage Business Needs Met / Strategy Executed Business Requirements Managed BA Value Acknowledged 1 BA Awareness 2 BA Framework 3 Business Alignment 4 Business / Technology Optimization
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Project Centric
BACoEs are almost always project-centric in their early formative phase. The goals of the BACoE at this stage are to build the confidence of and become an indispensable resource to the project teams. During this early phase, the BACoE is building trusting relationships with business analysts, project managers, functional mangers, and project teams. In addition to developing business analysis practice standards, the BACoE is providing services to the project teams, and training and mentoring to develop business analysts and highperforming project teams.
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Enterprise Focused
As the BACoE begins to win confidence across the organization, it is likely that it will evolve into an enterprise-wide resource serving the entire company. At this point, the BACoE begins to facilitate the implementation of an effective portfolio management system. The BACoE is building the foundation to serve as a strategic business asset providing management with decision support information
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Strategic Focused
During the third stage of development, the BACoE is considered a strategic asset serving the executive team. At this point, it is well understood that business analysis has a positive effect on profitability and that organizations achieve strategic goals through well prioritized and executed projects. Emphasis at this stage is placed on achieving professionalism in business analysis through the BACoE. Strategic activities for the BACoE include:
Conducting research and providing the executive team with accurate competitive information Identifying and recommending viable new business opportunities Preparing the project investment decision package to facilitate project selection and prioritization Managing expected business benefits during project execution and measuring actual business benefits after the new solution is deployed
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Adapted from: Business Analysis Center of Excellence, The Cornerstone of Business Transformation by Kathleen Hass, with Richard Avery, Terry Longo, Alice Zavala, 2007 Management Concepts, Inc.
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Source: Chapter 8 of From Analyst to Leader, K. Hass
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COE Launch
Strategic COE
Phase 1
Phase 2
Increases Responsibility
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Project benefits Time to market improvements Project time and cost savings Project portfolio value
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Source: http://www.chiefprojectofficer.com/article/146
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Source: Gerald I. Kendall and Steven C. Rollins, Advanced Project Portfolio 56 Management and the PMO J. Ross Publishing, 2003.
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You have been recently appointed as the Chief Business Analyst reporting to the CEO of the company. This is a brand new role that was created to manage the challenges in the current environment and to bridge the gap of the emerging Business Analyst. The organization has finally started seeing the strategic importance of the BA role and appreciating the need for a CBA. Your CEO has asked you to present a 90 day plan to the Board of Directors. What is your strategic plan of action? Please work in your groups to prepare the 90 day plan and present to the class i.e. Board of Directors! Ensure your plan is detailed with strategic and tactical action items and it has a level of detail that meets the need of Board of Directors.
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Appendix
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Opportunities for improvement are found in 2 critical areas: Preparing for Elicitation and Documenting Elicitation Results
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Source: Kathleen Hass
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Source: Kathleen Hass
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For both areas, the Senior BA group has the highest competency level.
The shaded gray areas indicate the required competency level for each BA Group based on the model.
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