Post on 26-Aug-2018
Tel. +49 2404 91391 0
Fax +49 2404 91391 31
crm@masventa.de
www.masventa.de
IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis. CBAP® and the CBAP® logo are registered certification marks
owned by International Institute of Business Analysis. Certified Business Analysis Professional™, EEP™ and the EEP™ logo are trademarks owned by International Institute of Business Analysis. Certification of Competency
in Business Analysis™, CCBA® and the CBAP® logo are trademarks owned by International Institute of Business Analysis. PMI®, PMP® and PMBOK® are registered trademarks of the Project Management Institute, USA.
masVenta® is a registered trademark of masVenta Business GmbH, Germany.
Business Analysis Value Proposition Why Business Analysis is a key success factor in complex projects
masVenta Business GmbH, March 2014, v1.3
Business Analysis Value Proposition 2
Agenda
Brief company profile
Business Analysis bridges Business and IT
Solution Scope in Project Scope
The Project Manager and the Business Analyst
Best Practices
Who benefits from certificates?
The CBAP ® Certificate
The BABOK®
Conclusion & Discussion
Business Analysis Value Proposition 3
masVenta Business GmbH – Brief Profile
Established in 2007
Located in Aachen, Germany
Owner Rainer Wendt, PMP, CBAP
Training and Consultancy in Business
and Technology. Projects in Banking,
Energy, Telecom and Hi-Tech…
Business Analysis
Business-driven Requirements
Management and Communication
IIBA® Endorsed Education ProviderTM
Business Intelligence
BI-Requirements Analysis, Reporting
Data Warehousing, Performance
Management
Project Management
Successful Management of Projects by
applying Best Practices
Process Optimization
Sustainable Process Improvements by
satisfying Customer and Business Needs
Business Analysis Value Proposition 4
Business Analysis bridges Business and IT
Enterprise Strategy (Top Management, Board)
Project Portfolio Management (PMO) Business
Business Analysis
• Enterprise Analysis
• Requirements Analysis
• Requirements Management
• Communication
Project Management
• Multi Projects / Programs
• Risk Management
• Financial Management
• Scope Management
• HR Management
• Vendor Management
• etc.
Strategy leads to..
Need for Change
leads to…
Requirements
Business Analysis Value Proposition 5
Project
Process Product
Business Analysis
Business Analysis delivers
requirements for
Change
Change is
implemented
through
Projects
Projects
change
Products
and
Processes
Projects need to
be managed by a PM
But, who else is involved?
Business Analysis Value Proposition 6
Sponsor
Business
Project Manager
Developer
Tester
End User
Board Strategy
Change
Budget
Project
Product/Process
Product/Process
Product/Process
Han
ds o
ve
r to
/assig
ns
controls
needs
provides
manages
creates
assure
use
How does a Business Analyst support Change?
P r o j e c t
Strategic BA as Management Consultant
to support setting company strategy/goals
BA to understand Business Requirements
and deliver Business Cases (Cost/Benefit)
to recommend suitable projects
BA to support effort estimation for all
product and process related changes,
in order to determine required budget
BA to manage the product scope
(requirements) within project scope
BA to recommend and conceptualize
solutions, interface Dev to Business
e.g. as acting Product Owner
BA to support testing and quality
assurance, assess and validate the
solution, support transition
BA to assess performance, determine
delivered value - after project end.
Business Analysis Value Proposition 7
The Project Manager and
the Business Analyst
The Project Manager leads a project team,
and is responsible for time, budget and
quality of a project
The Business Analyst understands the
Business and technical requirements of the
stakeholders and conceptualizes solutions,
which are in alignment with the company
goals
Project Manager and Business Analyst
comprise a stronger team: Leadership skills
along with analytical best practices and
methodologies in requirements
management ensure success
Double safety for your projects –
Management and Scope under control!
Business Analysis Value Proposition 8
Solution Scope in Project Scope
Risks
Budget
Team
Usability
Development Test
Design
Architecture
Functionality
Processes
Solution COTS
Stakeholder
End User
Quality
Issues Roadblocks
Process Assets
Time
Vendors
Whole Project
Scope managed
by PM
Solution (Product)
Scope managed
by BA
Value
Business Analysis Value Proposition 9
PM and BA Best Practices and Certificates
Project Management Best Practices
PMBOK® Guide v4*
issued by the
Project Management Institute (PMI®),
USA
Certificates: Project Management
Professional (CAPM®)
Business Analysis Best Practices
BABOK® Guide v2*
issued by the
International Institute of Business
Analysis (IIBA®), Canada
Certificates: Certified Business Analysis
Professional (CCBA®)
Further best practices and norms:
• Project Management: Prince2 (UK), GPM (Germany)
• Requirements Management/Business Analysis: SPICE (ISO/IEC 15504), SDLC
(ISO/IEC 12207), IREB (Germany, Austria), ISEB (UK)
*) PMBOK v5 has been released mid 2013, BABOK v3 is due 2014, however most companies work with PMBOK 4 and BABOK 2 as of 2013
Business Analysis Value Proposition 10
The BABOK® Guide
Standard best practise collection for
modern Business Analysis
280 pages, 6 +1 knowlege areas
Many techniques and best practises
Integrated study with other
books recommended
Current Version 2.0
German Version
available
Part of the masVenta
course material
Business Analysis Value Proposition 11
The CBAP® Certificate
Worldwide accepted certificate for professional Business
Analysts (comparable to PMP®)
Certified CBAP® have 7500 h (approx. 5 years) project
experience in Business Analysis, i.e., are experienced senior
professionals.
A CBAP® has good knowledge in project management
according to PMBOK ®, as the BABOK ® is based on it in many
aspects.
Most of the CBAP® can be found in the branches of Banking,
Insurances and Telecommunications.
Generally independent from particular branches, strongly IT
focused
As of now 3.500 CBAP® worldwide, Growth Rate > 20%
CBAP® Exam: 3,5 h multiple choice with 150 questions,
provided by accredited examination centers
Business Analysis Value Proposition 12
Who benefits from certificates?
Project Company
Individual HR
Benefits of CBAP® and CCBA® certificates
Like for Project Managers,
HR needs a proper career
development path for
Senior Business Analysts
Senior Business Analysts are forced into
the role of PMs - not always a good idea!
Increased self-
confidence and
certainty – well
accepted role in
Business and IT
Employees can effectively negotiate
about higher wages
Individual consultants and consultancy
firms can reasonably justify higher
daily rates
Company reputation;
professionalism by
applying best
practices
Leverage project success by creating
higher Business value and satisfaction
Being able to
surely select best
personnel for key
and risky projects
Mitigate project risks of weak
requirements
Business Analysis Value Proposition 13
masVenta & Business Analysis
Experience in Business Analysis through many projects in Banking
in Telecommunications
Leading1) German Provider for Business Analysis Training
according to nach BABOK®
Network of CBAP® and CCBATM 2) certified consultants and trainers
with extended masVenta Know-how
Further reasearch and development of the methodology, e.g.
Requirements Lifecycle Management (RLM) etc.
English and German Training material
Founding- und board member of the IIBA Germany Chapter
IIBA® Endorsed Education ProviderTM No. E67393
masVenta Business GmbH – the BABOK® Experts
1) masVenta has prepared most of the CBAP and CCBA in Germany for their exams
2) Like CAPM of the PMI, IIBA is offering the CCBA certificate four younger analysts.
Business Analysis Value Proposition 14
masVenta Portfolio
Academia Business Solutions & Consulting
Business Analysis based on IIBA®
Project Management based on PMI®
Business Intelligence , Data Warehousing
Business Process Optimization
Consulting and Expert Provisioning
Coaching & Inhouse Trainings
Public courses and Online Seminars
End User Computing and Compliance
Business Analysis Value Proposition 16
The masVenta BA Curriculum
Business Analysis Getting Started
Business Analysis Fundamentals
Project Management Fundamentals
Agile Business Analysis and Project
Management
Facilitation Skills for Project Manager and Business Analysts
Eliciting and Writing Good Requirements
Requirements Modeling
Business Process Management and
Modeling
CBAP® / CCBATM
Exam Preparation
1 Day
3 Days
3 Days
2 Days
2 Days
3 Days
2 Days
3 Days
5 Days
Senior BA Path Junior BA Path Optional
Business Analysis Value Proposition 17 Page 17
Your contacts
masVenta Business GmbH
Fon +49 2404 91391- 0
Fax +49 2404 91391- 31
von-Blanckart-Str. 9
52477 Alsdorf
Germany
crm@masventa.de
www.masventa.de
Rainer Wendt, PMP, CBAP
Managing Director
+49 (175) 26 13 148
rainer.wendt@masventa.de
Sabine Ostlender
Back Office & Human Resources
+49 (171) 812 7333
sabine.ostlender@masventa.de
Business Analysis Value Proposition 19
Top 5 Business Analysis Challenges
1. Business and IT are not sufficiently collaborating
2. Projects are suffering from unclear and instable requirements
3. Projects are not aligned with the company strategy
4. Requirements and Project deliverables can rarely be used twice
5. Companies need attractive career path for Business Analysts
Business Analysis Value Proposition 20
#1 Business and IT are not sufficiently
collaborating
Findings
Processes to elicit requirements
are not defined, Business and IT
have their own way of working
Business and IT are divided in
two different parties with different
goals and values
Consequences
Business communicates
requirements on a face-to-face
basis. Thus, requirements are
insufficiently documented
Play of power between
“customer” and “contractor” in
the same company
Action / Mitigation
Business Analysis bridges Business and IT. The Business Analyst
understands the Business and the processes and talks „IT“ at the same
time, all using best and proven practices
Business Analysis Value Proposition 21
#2 Projects are suffering from unclear and
instable requirements
Requirements are not formulated
and documented unambiguously
Requirements are not stable but
changing continuously
Change processes for
requirements are not defined
The realization of the requirements is
insufficient which makes a lot of re-
work necessary
The realization of the requirements
becomes much more expensive as
initially estimated
Requirements are changed without
assessing the overall impact on the
project
With Business Analysis a clear and common understanding of the
requirements can be achieved and it provides structures according to
best practices like, Scrum, Kanban or traditional Waterfall
Findings Consequences
Action / Mitigation
Business Analysis Value Proposition 22
#3 Projects are not aligned with the company
strategy
Even Business itself does not
fully understand its own
Business requirements
Stakeholder are pushing for their
own “private” requirements
Projects fail to meet the goals
set, the realized solution is not
accepted or not fit-for-purpose
Solution are made according to
the wishes of particular
stakeholder rather than satisfying
the Business needs and being
aligned with the company goals
Enterprise Analysis as part of Business Analysis according to
BABOK® helps to clearly understand the Business needs und helps
to conceptualize solutions which are aligned with the company goals
Findings Consequences
Action / Mitigation
Business Analysis Value Proposition 23
#4 Requirements and Project deliverables can
rarely be used twice
Business and IT are managing
their requirements according to
their own procedures and tools;
sometimes for each project in
slightly different ways
Requirements repositories
cannot be accessed by
colleagues from other projects
Project A does not know the
requirements of Project B which
causes unnecessary cost lacking
synergy effect between projects
Re-use of requirements is
sometimes difficult due to
missing accessibility
With well established Business Analysis in an organization, e.g. as
Business Analysis Center Of Excellence (BACoE), there are BA
Processes and Tools, to avoid uncontrolled growth of “wild” processes.
Findings Consequences
Action / Mitigation
Business Analysis Value Proposition 24
#5 Companies need attractive career path
for Business Analysts
Most often the role „Business
Analyst“ is (still) not clearly
defined
Senior Business Analysts are
moving into Project Manager
roles as this is the only option for
their next career step
Those who are doing Business
Analysis work, feel not
sufficiently valued by others
Senior Business Analysts are
forced into the role of a PM
which might make them
uncomfortable and could in worst
case make them leave the
company
Institutionalize Business Analysis, i.e. establish the BA roles and a
career development path for Senior BAs incl. CCBA® and CBAP®
exams and certificates, sponsored by the company.
Findings Consequences
Action / Mitigation
Business Analysis Value Proposition 25
Business Analyst and Project Manager
The Project Manager…
has the accountability for
Quality
Cost
Delivery date
forms and leads the team
is interface of sponsor
manages vendors of the project
The Business Analyst…
elicits business requirements
understands business processes and
potential improvements
creates and optimizes process
models
aligns the business need and the
requirements with the company goals
creates business cases
conducts vendor assessments
continuously
communicates
requirements and
solution options to
gain acceptance
assesses solutions
and solution options
Business Analysis Value Proposition 26
Business Analyst and System Analyst (or App.- Analyst/Requirements Engineer)
The System Analyst (App.A./ RE)…
analyzes/gets solution requirements
structures and maintains requirements
creates mostly technical models, e.g.
UML
creates technical concepts
works closely with development staff or
is part of
creates or contributes to test cases
creates and maintains traceability
The Business Analyst…
elicits business requirements
understands business processes and
potential improvements
creates and optimizes process
models
aligns the business need and the
requirements with the company goals
creates business cases
conducts vendor assessments
continuously
communicates
requirements and
solution options to
gain acceptance
assesses solutions
and solution options
Business Analysis Value Proposition 27
Prognosis for Business Analysis
2014 more than
500.000 PMP®
world-wide
Prognosis: In 10
years, there will be
more than 100.000
CBAP ® world-wide
The globally accepted certificate CBAP® will become an
industry standard like the PMP® certificate
In Recruiting, CBAP ® will be a key advantage for Senior
Consultants
Source: masVenta