Introduction to Business Strategy Development & Strategy Execution
BUSINESS ANALYSIS - Strategy Execution
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Knowledge & Practices Survey Assess: key elements from the Assess Phase include: • Helping clients to understand and benchmark their current levels of PM performance (and to set realistic and achievable improvement targets). • Identifying the barriers that might impede or slow down improvements in performance and/or impact negatively on any learning program. • Developing solutions that provide tangible evidence of success in the classroom and the workplace Overview Document BUSINESS ANALYSIS
Transcript of BUSINESS ANALYSIS - Strategy Execution
Knowledge & Practices Survey
Assess: key elements from the Assess Phase include:
• Helping clients to understand and benchmark their current levels of PM performance (and to set realistic and achievable improvement targets).
• Identifying the barriers that might impede or slow down improvements in performance and/or impact negatively on any learning program.
• Developing solutions that provide tangible evidence of success in the classroom and the workplace
Overview Document
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30-32 Mortimer Street,
London, W1W 7RE, UK
T: +44 (0)20 7017 7100
W: www.esi-intl.co.uk
BUSINESS ANALYSIS
Survey Description The purpose of this easy to administer Web-based survey is to generate data on a client’s current Business Analysis (BA) working practices, and related BA performance, across the full requirements lifecycle. The survey, which is IIBA-aligned, is designed to measure:
• The BA practices that currently exist.• The extent to which those practices are being deployed and used consistently by the groups being surveyed.• How that current deployment relates to their knowledge of “best practice” in the same areas.
Analysis of the survey data provides evidence of good, consistent practice, and also highlights areas where further investigation, or specific interventions, may be required to improve practices and elevate performance.
What the Practice questions assessIn Section 3 (Current Practices), people are asked to respond to a series of questions according to a 5 (Always) to 1 (Never) rating scale. The questions in each Practice Area explore current behaviours across the dimensions of:
• Process compliance.• The use of recognised tools, techniques and strategies.• “People” focus (principally around communication).
Personal Profile
Client-specific data that is used as the basis for comparative analysis of the individual survey results, e.g. by job role, by years of experience, by location, by department, etc.
Knowledge Survey (25 questions)
Assesses knowledge of Business Analysis best practices across the full requirements lifecycle.
Current Practices (30 questions)Reports on the existence and use of recognized BA practices, and associated behaviors, in the workplace.
Organizational Factors (12 questions)
Provides data on the organizational factors that may enhance or impede BA performance. The factors include Personal Empowerment and Management / Workplace Support.
BABOK Knowledge Areas Investigated
The BABOK Knowledge Areas directly assessed for knowledge and evidence of current practice are:
4
5
6
Enterprise Analysis
Requirements Analysis
Solution Assessment & Validation
1
2
2
Planning & Monitoring
Elicitation
Requirements Management
Sample Outputs For Current PracticesFigure 1 shows the combined Practice ratings by BABoK Knowledge area. Figure 2 compares the Enterprise Analysis ratings (by individual practice/behaviour) for the following job roles: Business Analysts, Senior Business Analysts and those holding a PM and BA role.
Combined Practice Ratings against the Mean
0%Planning
& MonitoringElicitation Requirements
Management & CommsEnterpriseAnalysis
RequirementsAnalysis
Solution Assessment& Validation
10%
20%
30%
40%
50%
60%58.13%
67.20%58.67%
53.33%
65.60%
49.58%
70%
80%
90%
100%
Current Practice of Enterprise Analysis
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
Business Analyst Senior Business Analyst Combined PM/BA Overall Practice Mean
PracticeMean
Figure 1: Combined Practice Ratings for Groups Surveyed
Figure 2: Comparison of Enterprise Analysis Practices by Role
Enterprise Analysisis conducted by the
organisation’s operations,processes. Information,people, assets, and ITinfrastructure can be
modified to support a changeto the business strategy.
3.50
2.80
1.83
Enterprise Analysisis conducted collaboratively
with business and ITwithin the organisation.
4.00
2.402.17
Core competanciesof the organisation are well
understood and documentedto help identify any skill
and knowledge gaps thatneed to be addressed tosupport business changewithin the organisation.
3.50
2.20
2.87
Customer value analysis isconducted by the organisation
to help identify what customersvalue most about the products
and services offered by theorganisation and is used
proactively to influence thebusiness strategy
3.253.00
1.83
Individuals involvedwith the Enterprise Analysis
activities, including thedevelopment of business
cases, also performbusiness analysisactivities for the
projects
3.002.80
2.33
Survey Structure
Survey Description The purpose of this easy to administer Web-based survey is to generate data on a client’s current Business Analysis (BA) working practices, and related BA performance, across the full requirements lifecycle. The survey, which is IIBA-aligned, is designed to measure:
• The BA practices that currently exist.• The extent to which those practices are being deployed and used consistently by the groups being surveyed.• How that current deployment relates to their knowledge of “best practice” in the same areas.
Analysis of the survey data provides evidence of good, consistent practice, and also highlights areas where further investigation, or specific interventions, may be required to improve practices and elevate performance.
What the Practice questions assessIn Section 3 (Current Practices), people are asked to respond to a series of questions according to a 5 (Always) to 1 (Never) rating scale. The questions in each Practice Area explore current behaviors across the dimensions of:
• Process compliance.
• The use of recognized tools, techniques and strategies.• “People” focus (principally around communication).
Personal Profile
Client-specific data that is used as the basis for comparative analysis of the individual survey results, e.g. by job role, by years of experience, by location, by department, etc.
Knowledge Survey (25 questions)
Assesses knowledge of Business Analysis best practices across the full requirements lifecycle.
Current Practices (30 questions)Reports on the existence and use of recognised BA practices, and associated behaviours, in the workplace.
Organisational Factors (12 questions)
Provides data on the organisational factors that may enhance or impede BA performance. The factors include Personal Empowerment and Management / Workplace Support.
BABOK Knowledge Areas Investigated
The BABOK Knowledge Areas directly assessed for knowledge and evidence of current practice are:
4
5
6
Enterprise Analysis
Requirements Analysis
Solution Assessment & Validation
1
2
2
Planning & Monitoring
Elicitation
Requirements Management
Sample Outputs For Current PracticesFigure 1 shows the combined Practice ratings by BABoK Knowledge area. Figure 2 compares the Enterprise Analysis ratings (by individual practice/behavior) for the following job roles: Business Analysts, Senior Business Analysts and those holding a PM and BA role.
Combined Practice Ratings against the Mean
0%Planning
& MonitoringElicitation Requirements
Management & CommsEnterpriseAnalysis
RequirementsAnalysis
Solution Assessment& Validation
10%
20%
30%
40%
50%
60%58.13%
67.20%58.67%
53.33%
65.60%
49.58%
70%
80%
90%
100%
Current Practice of Enterprise Analysis
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
Business Analyst Senior Business Analyst Combined PM/BA Overall Practice Mean
PracticeMean
Figure 1: Combined Practice Ratings for Groups Surveyed
Figure 2: Comparison of Enterprise Analysis Practices by Role
Enterprise Analysisis conducted by the
organization’s operations,processes. Information,people, assets, and ITinfrastructure can be
modified to support a changeto the business strategy.
3.50
2.80
1.83
Enterprise Analysisis conducted collaboratively
with business and ITwithin the organization.
4.00
2.402.17
Core competanciesof the organization are well
understood and documentedto help identify any skill
and knowledge gaps thatneed to be addressed tosupport business changewithin the organization.
3.50
2.20
2.87
Customer value analysis isconducted by the organizationto help identify what customersvalue most about the products
and services offered by theorganization and is used
proactively to influence thebusiness strategy
3.253.00
1.83
Individuals involvedwith the Enterprise Analysis
activities, including thedevelopment of business
cases, also performbusiness analysisactivities for the
projects
3.002.80
2.33
Survey Structure
Figure 5: Gap Between the Knowledge Rating, the Practice Rating for the Areas & Staff Surveyed
Correlating the Results Data It is when the different sets of results data are assessed and analysed side by side that the survey can offer real insights into the CURRENT STATE of Business Analysis within the client organisation, and thereby offer guidance on potential learning needs, or related interventions, that will assist the client in improving the practical effectiveness of its BA capability and the proficiency and competence of its BA-related staff.
Sample Outputs From Knowledge Assessments
Figure 3 shows the combined Knowledge ratings by BABoK Knowledge area.
Figure 4 compares the Knowledge ratings for Business Analysts, Senior Business Analysts and those holding a combined PM and BA role.
Figure 3: Combined Knowledge Ratings for Groups Surveyed
Figure 4: Comparison of Knowledge Ratings by Role
Knowledge Ratings against the Mean
0%Planning
& MonitoringElicitation Requirements
Management & CommsEnterpriseAnalysis
RequirementsAnalysis
Solution Assessment& Validation
Planning& Monitoring
Elicitation RequirementsManagement
& Comms
EnterpriseAnalysis
RequirementsAnalysis
SolutionAssessment& Validation
Mean
10%
20%
30%
40%
50%
60%
34.36%37.50% 35.94%
46.88%
46.88%
40.63%
70%
80%
90%
100%
KnowledgeMean PracticeKnowledge
Gap Between Knowledge and Practice
0%Planning
& MonitoringElicitation Requirements
Management & CommsEnterpriseAnalysis
RequirementsAnalysis
Solution Assessment& Validation
10%
20%
30%
40%
50%
60%58.13%
48.44%
67.20%
58.67%53.33%
65.60%
49.33%
70%
80%
90%
100%
48.44%
34.38%
26.56%
38.75% 34.38%
Knowledge Comparisons By - Job Role
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Business Analysts Senior Business Analysts Combined PM/BA Role Overall Group Mean
30.00
60.00
16.67
50.0045.00
20.88
55.00
40.00
16.67
40.00
65.00
37.50
50.00
65.00
29.1735.00
60.00
29.17
43.33
55.83
25.00
When Practice exceeds Knowledge - as is the case in Figure 5 - there is a strong likelihood that people are working in different ways to achieve their results - and therefore potentially inconsistently and non-optimally - and with no common understanding of what (by industry standards) represents best and most efficient practice.
This information drives further specific analysis of the survey data in particular Practice Areas. The outcomes of this secondary analysis provide both the substance and the substantiation of the findings and recommendations reported back to the client.
Note: When Knowledge exceeds Practice, this may indicate that there are organisational barriers or related workplace factors that are currently preventing staff from deploying and exploiting the full extent of their knowledge of best (optimal) practice. (They know what they COULD and SHOULD be doing but something is preventing them)
Figure 5: Gap Between the Knowledge Rating, the Practice Rating for the Areas & Staff Surveyed
Correlating the Results Data It is when the different sets of results data are assessed and analyzed side by side that the survey can offer real insights into the CURRENT STATE of Business Analysis within the client organization, and thereby offer guidance on potential learning needs, or related interventions, that will assist the client in improving the practical effectiveness of its BA capability and the proficiency and competence of its BA-related staff.
Sample Outputs From Knowledge Assessments
Figure 3 shows the combined Knowledge ratings by BABoK Knowledge area. Figure 4 compares the Knowledge ratings for Business Analysis, Senior Business Analysts and those holding a combined PM and BA role.
Figure 3: Combined Knowledge Ratings for Groups Surveyed
Figure 4: Comparison of Knowledge Ratings by Role
Knowledge Ratings against the Mean
0%Planning
& MonitoringElicitation Requirements
Management & CommsEnterpriseAnalysis
RequirementsAnalysis
Solution Assessment& Validation
Planning& Monitoring
Elicitation RequirementsManagement
& Comms
EnterpriseAnalysis
RequirementsAnalysis
SolutionAssessment& Validation
Mean
10%
20%
30%
40%
50%
60%
34.36%37.50% 35.94%
46.88%
46.88%
40.63%
70%
80%
90%
100%
KnowledgeMean PracticeKnowledge
Gap Between Knowledge and Practice
0%Planning
& MonitoringElicitation Requirements
Management & CommsEnterpriseAnalysis
RequirementsAnalysis
Solution Assessment& Validation
10%
20%
30%
40%
50%
60%58.13%
48.44%
67.20%
58.67%53.33%
65.60%
49.33%
70%
80%
90%
100%
48.44%
34.38%
26.56%
38.75% 34.38%
Knowledge Comparisons By - Job Role
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Business Analysts Senior Business Analysts Combined PM/BA Role Overall Group Mean
30.00
60.00
16.67
50.0045.00
20.88
55.00
40.00
16.67
40.00
65.00
37.50
50.00
65.00
29.1735.00
60.00
29.17
43.33
55.83
25.00
When Practice exceeds Knowledge - as is the case in Figure 5 - there is a strong likelihood that people are working in different ways to achieve their results - and therefore potentially inconsistently and non-optimally - and with no common understanding of what (by industry standards) represents best and most efficient practice.
This information drives further specific analysis of the survey data in particular Practice Areas. The outcomes of this secondary analysis provide both the substance and the substantiation of the findings and recommendations reported back to the client.
Note: When Knowledge exceeds Practice, this may indicate that there are organizational barriers or related workplace factors that are currently preventing staff from deploying and exploiting the full extent of their knowledge of best (optimal) practice. (They know what they COULD and SHOULD be doing but something is preventing them)
Knowledge & Practices Survey
Assess: key elements from the Assess Phase include:
• Helping clients to understand and benchmark their current levels of PM performance (and to set realistic and achievable improvement targets).
• Identifying the barriers that might impede or slow down improvements in performance and/or impact negatively on any learning programme.
• Developing solutions that provide tangible evidence of success in the classroom and the workplace
Overview Document
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Suite 200 Arlington, VA 22203
T: +1 (877) 766-3337
W: www.esi-intl.com/consulting
BUSINESS ANALYSIS
