Business Analysis events 25 th May 19

Business Analysis events 25 th May & 19 th June 2006

Paul Turner

Competencies – the Demand side Employers and Jobs

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

Competencies – the Demand side Employers and Jobs Qualifications – the Supply side 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: Ø Best practice techniques Ø Pragmatic advice Ø 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 Personal qualities Business knowledge Techniques

Key techniques Business Improvement Process Improvement IT Improvement Strategy Analysis Value chain Analysis Requirements Engineering Systems Thinking Process Modelling Systems Modelling

Enabling business change COMPETENCIES Business Improvement Process Improvement IT Improvement Business Case Implementing Change Managing the Information Resource

Business Analysis - a key discipline Ø Defined standards Ø Greater scope and authority Ø Increasing professionalism

Debbie Paul Assist Knowledge Development Joint editor of Business Analysis

Competencies – the Demand side Employers and Jobs

Business change management Business analysis 3 4 5 Programme management 6 6 7 7 Project management 5 6 Business process testing 4 5 6 Change implementation management 5 6 Organisation design and implementation 5 6 Benefits management Relationship management 4 5 6 Stakeholder relationship management 5 6 SFIAplus V 3. 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 Employers and Jobs Qualifications – the Supply side 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. Business BA Suppliers Skills to be business transformation partner?

Project Design l Assess characteristics & decide approach and resources needed to deliver business outcomes l Doing the right things ¡ Strategic Fit l l Business Strategy Technical (IS/IT) Strategy Meets Investment Criteria (Business Case)/priority Doing things right ¡ ¡ Selection of appropriate analysis approach & tools Right Resource Capabilities l ¡ You, Business Colleagues Deciding the sourcing strategy & commercials

Change Management Past & current OUTCOMES & BENEFITS IT CHANGE Current? & future IT CHANGE BUSINESS CHANGE OUTCOMES & BENEFITS

Understanding Business Change 1. Culture 2. Desire 3. Capability 4. Process 5. Tools Five Change Levels New IT System New CEO Six Recruit Sigma Graduates

Emotional Intelligence (EI) l 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: l Capacity to reason, plan, solve problems, think abstractly, comprehend ideas and language, and learn. Measured by Intelligence Quotient (IQ)

EI & IQ working together High Inspired. “people are Joined up” Hearts Formula for transformation Hearts & Minds Emotional Intelligence Minds Low Mental Intelligence High Logically right. Good strategy “Traditional position for IT projects”

Challenges BA’s will face l Role clarity “What sort of BA? ” l Re-assess l Salary education & skills aligned to responsibilities l Overcoming IT stereotypes

Summary l BA skills need to develop as a result of: ¡ Outsourcing ¡ Desire for ever greater IT/Business Alignment l BA needs to develop ¡ Emotional Intelligence ¡ Project Design ¡ Change Management core skills:

Thank You Re-inventing Business Analysis Craig Rollason craig. rollason@btinternet. com

Agile Business Analysis Dot Tudor TCC Training and Consultancy ISEB Business Analysis, PRINCE 2, DSDM,

What is Agile? In the late 1990's several methodologies emphasized: l clo collab se oratio n close collaboration between developers and business experts; facecomm to-face unica tion l face-to-face communication (as more efficient than written documentation); l frequent deliverye of new deployable business value; ent d eliv ry self-o rganiz team ing s l tight, self-organizing teams; l ireme n ways to work such that the inevitable requirementsrnchurn was not a crisis. not a ts chu cris requ is 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-1990 s” 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 l l l l l Foundations Walls ----------Bathroom Kitchen ----------------------- • ------- • Jacuzzi Bath • ----- • Sink • ------- • Flooring • Plasma TV • Lighting • ----- • Square, pink basin • Satin steel taps • ------ • Pop-up rubber plug • Chrome overflow • ------ • Integrated soap dish • Tubular chrome frame • Chrome u-bend • Chrome waste pipe • ------

De Fu Sp nct ec. Agile Approach … Not the detailed Functional Spec… Prioritised, High-level Requirements R 1 ……… M R 2 ……… M R 3 ……… S R 4………. S R 5 ……… M R 6 ……… M R 7 ……… S R 8 ……… S R 9 ……… S …………. . ……… R 76 requi ………C re …… R 77 ment. C not a s ………. . c churn ris R 80 ………Sis

Must have O Prioritisation M C Should have Could have O Won’t have this time S M requi reme n not a ts churn crisis W

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 close collab orat ion § self-directed § small (no more than six) § composed of users and developers with equal responsibility Business and IT in PARTNERSHIP facecomm to-face unica tion self-o underpinned by a team success approach and a “no blame” culture rgani z team ing s

Facilitated Workshops A team-based information gathering and decision making technique OBJECTIVES: • Boundaries • Decision • Commitment • Approval close collab orat ion facecomm to-face unica tion • interactive communication • empowered personnel • independent facilitator

A Cunning, Timeboxed Plan! DSDM Internal Feasibility Business Foundations Services Study and Shell C S M M M Timebox Delivery Deadline Bathroom & Kitchen Living Rooms and Bedrooms C S M M M C C S S M C S M M M Timebox Prioritised, High-level Requirements R 1 ……… R 2 ……… R 3 ……… frequ ent d eliver y M M S requi reme n not a ts churn crisis

Iterative and incremental investigate refine consolidate The BIG delivery Jan Feb Mar Apr Small but complete deliveries May

Modelling Perspectives WHY Rationale, ends and means WHERE Locations and Network Links WHO People and Tasks WHAT HOW Data and Relationships Processes and Inputs/Outputs WHEN Events, time and scheduling

Why DSDM? l An agile business analyst’s “charter” l Recognises the importance of analysis and modelling, where other agile approaches do not specify this.

DSDM Overview Philosophy 80/20 Mo. SCo. W 9 Principles Business Focus People, process, technology (Must, Should, Could, Wont Have) Prototype DSDM Guidance Quality and Testing Configuration Management Planning Techniques Risk Facilitated Workshops White Papers Prototyping Modelling Timeboxing Teams Roles and Responsibilities Guidance on team working Life-cycle (Framework) Phases Products objectives

Summary: What is Agile Business Analysis? l close collaboration between the development and business experts; l face-to-face communication (as more efficient than written documentation); l frequent delivery of new deployable business value; l tight, self-organizing teams; l ways to work such that the inevitable requirements churn is not a crisis. AND High level Requirements Mo. SCo. W B Timeboxing Facilitated Workshops Modelling l l l … and the BA makes sure it happens!! A

Agile Business Analysis Dot Tudor TCC Training and Consultancy ISEB Business Analysis, PRINCE 2, DSDM,

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