Becoming a Successful Business Analyst Co-sponsored by IT Skills Development Work Group and Project Management Work Group December 15, 2009
Welcome Goal of IT Skills Development Workgroup (ITSD) To provide NYS IT Professionals with resources and information • • that allows them to build their capabilities so that they may take on more advanced roles and tasks in their workplace Through • • • Seminars and Forums Facilitation and Encouragement of Communities of Practice Other Offerings Today’s Session on Business Analysis: • What is a Business Analyst? • What Role do they Play? • How does Business Analysis and Project Management Interact?
Agenda Welcome And Introductions - James Nicol, Co-chair IT Skills Development Work Group What Makes A Successful Analyst? - Caryn Quinn, Technodyne The Role Of The Business Analyst - Paul Franz And Angie Musa, NYSTEC Break Business Analyst And Project Management Roles: How They Interact And Interrelate, - Kathleen Barret, IIBA President Panel Discussion Final Thoughts – James Nicol Adjourn
What makes a successful Analyst. Caryn Quinn – Techno. Dyne
Business Analysts
What makes a successful Business Analyst? NYS Forum IT Skills Development and Project Management Workgroups 15 th December 2009 Business Analysts
AGENDA • Introduction • What is a Business Analyst (BA) ? • Why are BAs needed ? • What do BAs do ? • How does one become a successful Business Analyst ? • Tools • Leverage of the BABOK • Tailoring the tools for success • Use Case / Model Business Analysts
INTRODUCTION Caryn Quinn Director Technology, Technodyne • 20 years experience aligning technology to deliver business value • Previously Sr. Manager, IBM; VP Technology, Sony; VP Strategic Outsourcing, Velocity • Primary focus on: Helping clients clarify business needs Identifying creative solutions to address business needs Developing Solution Blueprints Managing Organizational and Process change Monitoring and measuring project success Business Analysts
WHAT IS A BUSINESS ANALYST • The BA role is multi-functional and highly varied • The shape of the BA role depends upon project objectives, client preferences and team’s capabilities • Two commonly encountered models: Product Scope Initiate Requirements Agile SCRUM Plan Design PRINCE 2 SIX Sigma RAD Monitor & Control Build Rational Test Implement. Etc. PMI Project Management Process Close Etc. Release Waterfall Development Business Analysts
WHY ARE BAs NEEDED Regardless of SDLC model, poor requirements management is consistently in the top 3 reasons for Project Failure Lack of sponsor involvement Poorly defined objectives/scope Lack of handover Poor strategic alignment (people change management) Poor or wrong requirements* Team skills (esp. interpersonal skills) Poor risk management Poor planning Ineffective communication Long time to delivery Lack of formal PM processes Business Analysts help manage many of these project areas, most notably Requirements Analysis and Management Business Analysts
WHAT DO BAs DO • Develop Stakeholder relationships • Work with Stakeholders to elicit and define requirements • Manage Requirements • Assess & Validate Solutions • Plan • Communicate • Analyze • Communicate • Document • Communicate • Verify / Test • Communicate • Involved in every stage of a successful project’s life cycle Business Analysts
HOW DOES ONE BECOME A SUCCESSFUL BUSINESS ANALYST A successful Business Analyst builds a toolbox of capabilities TOOLS METHDOLOGY Business Process Analysis (Code) Profiler GUI designer Simulator/Testing Debugger Prototyper Agile: XP, SCRUM Iterative: RUP, Dynamic System Dev Model Waterfall: original SDLC SKILLS Business skills / knowledge Domain (functional) skills Management & Leadership skills Technology skills EDUCATION On-the-job training Certificate programs College courses Business Analysts
TOOLS – LEVERAGE OF THE BABOK The Business Analysis Body of Knowledge or BABOK … … captures the sum of knowledge within the profession of Business Analysis … reflects currently accepted practices … provides a framework with associated activities, tasks and skills But is NOT a “how to do” business analysis instruction manual NOR a methodology Business Analysts
TOOLS – TAILORING FOR SUCCESS • Assessing Project Objectives Business Environment Client Preferences Team Capabilities Cultural Nuances Historical Experience (success, failures) • Customizing available tools to meet the needs of the particular project • Maintaining flexibility Use the tools to accelerate the process, improve efficiency, and quality Business Analysts
SCENARIO / USE CASE – OVERVIEW STATED OBJECTIVE: Client wishes to replace 30 year old system due to inadequacies BUSINESS NEED: An intuitive, easy-to-use application with business rules-driven functionality supported by workflow and business analytics VALUE: • • • Greater automation and improved efficiencies Enhanced compliance Reduced error rate and cost Simplified ability to identify and react to (+ / -) patterns Improved client / user satisfaction Business Analysts
SCENARIO / USE CASE – SOLUTION BLUEPRINT The Solution Blueprint : an integrated set of elements that define the project Approved Project Request Functional Framework Process Flow Requirements Definition illu st ra Technical Architecture tiv e Project Team RICE Analysis Project Timeline Implementation Cost Model Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE illu st ra tiv e The Functional Framework is a tool that defines the major components of functionality of the desired solution and their relationship to each other. This model is used to clarify, communicate, and confirm the solution with the client / business users. The model serves as the basis for Technical Architecture and Process Flows. OWNERSHIP: Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE The Technical Architecture brings the Functional Framework from a logical, business perspective to a physical, technical perspective. illu st ra tiv e The Technical Architecture along with the Process Flows serves as the basis for the Requirements Document. OWNERSHIP: Business Analysts
illu st ra tiv e Activitie s Process SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE Process Flows leverage the Functional Framework which shows the what needs to be done to articulate how the business does it. The Process Flows along with the Technical Architecture serves as the basis for the Requirements Document. OWNERSHIP: Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE Requirements Definition illu RICE Analysis st ra illu tiv e st ra tiv e Requirements Definition and RICE (Reports, Interfaces, Conversions, Extensions) define the high-level details of what needs to be created. These documents, together, will help articulate resource needs and the timeline for development of the solution. OWNERSHIP: Business Analyst, (Programmer) Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE Project Timeline Implementation Cost Model illu st ra illu tiv e st ra tiv e The culmination of this effort is the development of a Project Timeline and Project Implementation Cost Model. Together, these identify the Level of Effort (Lo. E) and Cost to create and deploy the solution to the user base. OWNERSHIP: Business Analyst, Project Manager Business Analysts
CONCLUSION The Business Analyst’s role is a multi-functional, highly varied role Various formal and informal learning opportunities exist to develop the skills required for this role The model of this role on any project will depend on the project objectives, client preference, and team’s capabilities A set of industry tools exist to assist the Business Analyst; these are commonly known as BABOK – Business Analyst Body of Knowledge Business Analysts
Caryn Quinn Director Technology, Technodyne cquinn@technodyne. net 917. 699. 8036 Business Analysts
Appendix Business Analysts
WHAT IS A REQUIREMENT A requirement is a description of a stakeholder need Specifically, requirements are: (1) A condition or capability needed by a stakeholder to solve a problem or achieve an objective (2) A condition or capability that must be met or possessed by a solution or solution component to satisfy a contract, standard, specification, or other formally imposed documents (3) A documented representation of a condition or capability as in (1) or (2) Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE The IT Project Request Form is a tool that facilitates alignment at project onset illu st ra tiv e This form defines: • Project objectives • Anticipated business benefits • Probable risks and mitigation steps • Timeline • Roles and Responsibilities • Costs It is supported by the Project Organization Chart OWNERSHIP: Project Manager Business Analysts
The role of the Business Analyst. Paul Franz and Angie Musa NYSTEC
Role of the Business Analyst Presented by: Angie Musa, CBAP® and Paul Franz, CBAP® December 15, 2009
Presentation Outline – What is Business Analysis? – Who is the Business Analyst? – What skills and knowledge does a BA need? – Tools and Techniques – BABOK ® KAs and the PM Lifecycle – Summary
What is Business Analysis?
Who is the Business Analyst? – any person who performs business analysis activities – regardless of their job title or organizational role
Role of a BA The Bridge Between Stakeholders • Liaison • Enabler • Change Agent Cartoon used by permission from Modern Analyst Media LLC. For more, visit http: //www. Modern. Analyst. com
Job Duties NYS Civil Service Position Description Work as a liaison between stakeholders in order to elicit, analyze, communicate, and validate requirements for changes to business processes, policies, and information systems http: //www. cs. state. ny. us/announarchive/announcements/25 -156. cfm
Assigning the Business Analyst Cartoon used by permission from Modern Analyst Media LLC. For more, visit http: //www. Modern. Analyst. com
What Skills Does a BA Need? Cartoon used by permission from Modern Analyst Media LLC. For more, visit http: //www. Modern. Analyst. com
Soft skills – Communication • Written • Oral • Presentation – Interpersonal • Relationships • Facilitation • Negotiation • Trustworthiness – Analytic skills • Creativity • Logical thinking • Decision making
Business Knowledge Technical Knowledge Industry specific trends Competitive landscape f Informal lines o ation communic Organization Technology s concepts, trend Methodologies, ards systems, stand s Existing relation nical with key tech stakeholders The depth of business and technical knowledge varies and finding the right balance is important
Knowledge Areas – Business Analysis Planning and Monitoring – Elicitation – Requirements Management and Communication – Enterprise Analysis – Requirements Analysis – Solution Assessment and Validation – Underlying Competencies
Tools and Techniques – Techniques are the way a practitioner performs a business analysis tasks • Techniques can also describe a specific form that the output of a business analysis task may take – BABOK® Guide identifies 49 techniques • BA does not need to be an expert in all techniques • Should understand commonly used techniques and how to best apply them
Sample Tools and Techniques – Elicitation • • • Observation Brainstorming Focus Groups Survey/Questionnaire Interviews Requirements Workshops – Analysis • Business Rules Analysis • Decision Analysis • Document Analysis • Interface Analysis • Functional Decomposition
Sample Tools and Techniques – Modeling • • Scope Models Process Models Data Models Technical Models – Validation • Criteria Definition • Metrics and Key Performance Indicators • Structured Walkthrough
BA Activities and the Project Management Lifecycle Cited from the BABOK ® Guide v 2
Summary – Role of the successful BA? • • • Liaison among stakeholders Enables the organization to achieve goals Identifies and supports transformational change Necessary knowledge, skills and experience Understanding of how to best apply commonly used tools and techniques
Thank You! Paul Franz, CBAP ® franz@nystec. com Angie Musa, CBAP ® musa@nystec. com
Business Analyst and Project Management roles: how they interact and interrelate Kathleen Barret President International Institute of Business Analysis
The Project Manager / Business Analyst Partnership December 15, 2009
54 Learning Objectives – Gain a better understanding of the roles of the PM and BA. • The strengths of each role – measures of success & critical success factors • How the roles complement one another – Discuss best practices and challenges with the PM/BA partnership
55 In the Beginning. . . There was chaos. . .
56 In the Beginning. . . A lot of work was being done. . . But it was not always productive
A Little Later On… Organizations invested in Project Management practices Plan Build Test Implement “Typical” Project Life Cycle
58 Project Management Practices – Planning Skills – Project Team Management – Issue & Risk Management – Cost Control – Stakeholder Management – Contingency Planning – Decision Analysis
But something was still missing Plan Build Test Implement The Solution did not solve the problem
But something was still missing The Missing PIECES! The Big Picture Plan Build Definition of need Test Implement
But something was still missing The Missing PIECES! The Big Picture Plan Build Definition of need Test Implement Enter the Business Analyst. . .
The Picture is Complete Describe Define Business Analysis Plan Build Test Implement Project Management
63 PM / BA Knowledge Areas PM Knowledge Areas BA Knowledge Areas • Project Integration Management • Enterprise Analysis • Project Scope Management • Business Analysis Planning & Monitoring • Project Time Management • Project Cost Management • Project Quality Management • Project Human Resources Mngmt • Project Communications Management • Project Risk Management • Project Procurement Mngmt + • Requirements Management & Communications • Elicitation • Requirements Analysis • Solutions Assessment & Validation = Success
64 Business Analysis Practices – Critical Thinking – Investigative Skills – Stakeholder Perspective – Modeling – Communications skills – Facilitation and Negotiation – Influence without authority
65 Two Roles – One Goal § The person Project Manager The person insuring Business Analyst accountable for the delivery of the delivering a project right solution §
66 Key Accountabilities Project Manager Project Approach, Process & Deliverables • Stakeholder Expectation • Issues & Risks • Project team • Project Scope • Project Schedule • Project Cost Project Business Analyst PLAN Requirements Approach, Process & Deliverables MANAGE • Stakeholder Expectation • Issues/Risks • Requirements team CONTROL • Product Scope • Requirements Schedule • Requirements Change DELIVER A business solution
67 Measures of Success - PM Project delivered: – On Time – Within Budget – Within the agreed-to scope Time Scope Project Cost
68 Measures of Success - BA d: – Approved requirements – Functionality & operability In the context of the business’ mission & strategy SCOPE REQUIREMENTS USABILITY BUSINESS VALUE
69 An Analogy Project Manager Business Analyst
Working together for Success – Leverage each other’s strengths – Recognize the ‘healthy tension’ – Clearly communicate the partnership • To the team • To the stakeholders
For More Information About IIBA – Kathleen Barret Kathleen. barret@theiiba. org www. theiiba. org Chapter. Secretary@albanyny. theiiba. org About Keane – David Nagy David. nagy@Keane. com www. keane. com
Concluding Thoughts
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