Business Analysis
events
25th May & 19th 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
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:
 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
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
 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
management
Business analysis
3
4
5
Programme management
Relationship
management
6
6
7
7
Project management
4
5
6
Business process testing
4
5
6
Change implementation
management
5
6
Organisation design and
implementation
5
6
Benefits management
5
6
Stakeholder relationship
management
5
6
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
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
 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 &
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)
 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
Joined up”
Formula for
transformation
High
Hearts
Hearts &
Minds
Emotional
Intelligence
Minds
Low
Mental
Intelligence
Logically right. Good strategy
“Traditional position
for IT projects”
High
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:
 close collaboration between developers 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 was not a 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
 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
•------------
Agile Approach …
Not the detailed Functional Spec…
Prioritised, High-level
Requirements
R1 ……… M
R2 ……… M
R3 ……… S
R4………. S
R5 ……… M
R6 ……… M
R7 ……… S
R8 ……… S
R9 ……… S
………….
………..
………
R76 ………C
R77 …… C
………..
R80 ………S
Must have
O
Prioritisation
M
C
Should have
Could have
O
Won’t have this time
S
M
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
 self-directed
 small (no more than six)
 composed of users and developers
with equal responsibility
Business and IT in PARTNERSHIP
underpinned by a team
success approach
and a “no blame”
culture
Facilitated Workshops
A team-based information gathering and decision
making technique
OBJECTIVES:
• Boundaries
• Decision
• Commitment
• Approval
• interactive communication
• empowered personnel
• independent facilitator
A Cunning, Timeboxed Plan!
DSDM
Internal
Feasibility
Business Foundations Services
Study
Study
and Shell
C
S
M
M
M
Timebox
Prioritised,
High-level
Requirements
R1 ………
R2 ………
R3 ………
M
M
S
C
S
M
M
M
Timebox
Delivery
Deadline
Bathroom
& Kitchen
Living
Rooms
and
Bedrooms
C
S
M
M
M
C
C
S
S
M
Timebox
Timebox
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?
 An agile business analyst’s “charter”
 Recognises the importance of analysis and modelling,
where other agile approaches do not specify this.
DSDM Overview
Philosophy
80/20
MoSCoW
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?
 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
B
 Timeboxing
 Facilitated Workshops
 Modelling
… and the BA makes sure it happens!!
A
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
B
 Timeboxing
 Facilitated Workshops
 Modelling
… and the BA makes sure it happens!!
A
Agile Business Analysis
Dot Tudor
TCC
Training and Consultancy
ISEB Business Analysis, PRINCE2, 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