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Transcript of BCS Business Analysis Events
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Business Analysis
events
25th May & 19th June
2006
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Paul Turner
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Competencies the Demand sideEmployers and Jobs
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Competencies the Demand sideEmployers and Jobs
Qualifications the Supply sideEmployees and Training Providers
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Competencies the Demand sideEmployers and Jobs
Qualifications the Supply sideEmployees and Training Providers
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Competencies the Demand sideEmployers and Jobs
Qualifications the Supply sideEmployees and Training Providers
Standard definitions and approachesEmployers, Jobs, Employees and Training Providers
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Debbie Paul
Assist KnowledgeDevelopment
www.assistkd.com
Joint editor ofBusiness Analysis
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Our aim:
Best practice techniques
Pragmatic advice
Additional references
To support professionalism in
Business Analysis by providing:
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ITImprovement
ProcessImprovement
BusinessImprovement
Scope
Maturity
The development of Business Analysis
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Competencies of a
Business Analyst
Business knowledgeBehavioural skills andPersonal qualities
Techniques
Range of competencies
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Key techniques
ITImprovement
ProcessImprovement
BusinessImprovement
Strategy
Analysis
Systems
Thinking
Value chain
Analysis
Process
Modelling
Requirements
Engineering
Systems
Modelling
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Business Case
COMPETENCIES
Implementing Change
Managing the Information Resource
ITImprovement
ProcessImprovement
BusinessImprovement
Enabling business change
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Business Analysis - a key discipline
Defined standards
Greater scope and authority
Increasing professionalism
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Debbie Paul
Assist KnowledgeDevelopment
Joint editor ofBusiness Analysis
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Competencies the Demand sideEmployers and Jobs
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Business change
management
Business analysis 3 4 5 6
Programme management 6 7
Project management 4 5 6 7
Business process testing 4 5 6
Change implementation
management
5 6
Organisation design and
implementation
5 6
Benefits management 5 6
Relationship
management
Stakeholder relationship
management
5 6
SFIAplus V3.0 - snapshot
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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
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Competencies the Demand sideEmployers and Jobs
Qualifications the Supply sideEmployees and Training Providers
Standard definitions and approachesEmployers, Jobs, Employees and Training Providers
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Re-inventing
Business Analysis:
New skills?
Craig Rollason
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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
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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 ofthe business with the use of IT.
From Business Analysis (2006), published by BCS.
Business BA Suppliers
Skills to be
business
transformation
partner?
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Project Design
Assess characteristics & decide approach and resources
needed to deliver business outcomes
Doing the right thingsStrategic Fit
Business Strategy
Technical (IS/IT) Strategy
Meets Investment Criteria (Business Case)/priority
Doing things rightSelection of appropriate analysis approach & tools
Right Resource CapabilitiesYou, Business Colleagues
Deciding the sourcing strategy & commercials
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Change Management
IT CHANGEOUTCOMES &
BENEFITS
Past & current
IT CHANGEBUSINESS
CHANGE
OUTCOMES &
BENEFITS
Current? & future
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Understanding Business Change
1. Culture
2. Desire
3. Capability
4. Process
5. Tools
Five Change Levels New IT
System
New
CEO
Six
Sigma
Recruit
Graduates
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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)
http://en.wikipedia.org/wiki/Reasonhttp://en.wikipedia.org/wiki/Planhttp://en.wikipedia.org/wiki/Problem_solvinghttp://en.wikipedia.org/wiki/Abstractionhttp://en.wikipedia.org/wiki/Languagehttp://en.wikipedia.org/wiki/Learnhttp://en.wikipedia.org/wiki/Learnhttp://en.wikipedia.org/wiki/Languagehttp://en.wikipedia.org/wiki/Abstractionhttp://en.wikipedia.org/wiki/Problem_solvinghttp://en.wikipedia.org/wiki/Planhttp://en.wikipedia.org/wiki/Reason -
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EI & IQ working together
Low High
High
Emotional
Intelligence
Hearts
Minds
Hearts &
Minds
Logically right. Good strategy
Traditional position
for IT projects
Formula for
transformation
Inspired.people are
Joined up
Mental
Intelligence
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Challenges BAs will face
Role clarity What sort of BA?
Salary aligned to responsibilities
Re-assess education & skills
Overcoming IT stereotypes
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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
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Thank You
Re-inventing
Business Analysis
Craig Rollason
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Agile Business Analysis
Dot Tudor
TCC
Training and ConsultancyISEB Business Analysis, PRINCE2, DSDM,
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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 variousoriginators and practitioners of these methodologies met to figure out justwhat it was they had in common. They picked the word "agile" for anumbrella term and crafted the Manifesto for Agile Software Development,whose most important part was a statement of shared values:
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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 ofScrum, Dynamic Systems
Development Method (DSDM), and adaptive software development(ASD) were delivering successful projects in the early- to mid-1990s
J im Highsmi th Director , Cutter Cons ort ium
DSDM recognisesthe role of the Business Analyst
B A
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Lets try it the old way !
Task:
To specify the requirements for a house youd
like to have someone build for you (about 20 requirements)
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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-bendChrome waste pipe
------------
A il A h
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Agile Approach
Not the detailed Functional Spec
Prioritised, High-levelRequirementsR1 MR2 MR3 SR4. SR5 MR6 MR7 SR8 SR9 S...R76 CR77 C..R80 S
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Prioritisation
Must haveO
Should have
Could have
O
Wont have this time
M
S
CWM
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Group Exercise
Your task:
Prioritise the top 20 High-Level requirements
for the house youd like to have built, to show at
least the Must Have requirements
Note:
To PRIORITISE effectively you need a clearly-stated objective!
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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 approachand a noblame
culture
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OBJECTIVES:
Boundaries
Decision
Commitment
Approval
Facilitated Workshops
A team-based information gathering and decision
making technique
interactive communication
empowered personnel
independent facilitator
A Cunning Timeboxed Plan!
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Delivery
Deadline
MMMSC
MMMSC
MSCCS
Prioritised,High-levelRequirementsR1 MR2 MR3 S
A Cunning, Timeboxed Plan!
Timebox Timebox Timebox TimeboxMMSC
M
DSDMFeasibilityStudy BusinessStudy Foundationsand Shell
Internal
Services Bathroom
& Kitchen
Living
Rooms
andBedrooms
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The BIG delivery
Jan Feb Mar Apr May
Small but complete deliveries
Iterative and incremental
investigate refine consolidate
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Modelling Perspectives
Locations and Network Links
WHERE
WHY
WHO
WHEN
WHAT HOW
Rationale, ends and means
People and Tasks
Events, time and
scheduling
Data and
Relationships
Processes
and Inputs/Outputs
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Why DSDM?
An agile business analysts charter
Recognises the importance of analysis and modelling,
where other agile approaches do not specify this.
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DSDM Overview
Guidance
Quality and Testing
Configuration Management
PlanningRisk
White Papers
Teams
Roles and ResponsibilitiesGuidance on team working
9 Principles
Business FocusPeople, process, technology
Techniques
Facilitated Workshops
Prototyping
Modelling
Timeboxing
Philosophy
80/20
MoSCoW
(Must, Should, Could, WontHave)
Prototype
Life-cycle
(Framework)
PhasesProducts
objectives
DSDM
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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 Timeboxing
Facilitated Workshops
Modelling
and the BA makes sure it happens!!
B A
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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 Timeboxing
Facilitated Workshops
Modelling
and the BA makes sure it happens!!
B A
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Agile Business Analysis
Dot Tudor
TCC
Training and ConsultancyISEB Business Analysis, PRINCE2, DSDM,
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Competencies the Demand sideEmployers and Jobs
Qualifications the Supply sideEmployees and Training Providers
Standard definitions and approachesEmployers, Jobs, Employees and Training Providers
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ISEB Qualifications in the area of
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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 EngineeringOrganisational Context (formerly Business Organisation)
Modelling Business Processes
Systems Development Essentials
Systems Modelling TechniquesBenefits Management and Business Acceptance Under
development
Higher Level:The Diploma in Business Analysis
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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