The Past, Present, and Future of Business Analysis
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1 Title Slide Include a tagline for your presentation here BBC 2013 The Past, Present, and Future of Business Analysis
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Business analysis is growing beyond its roots in software requirements engineering and process performance measurement to become a true profession focused on organizational change. To be successful, business analysts will find themselves focusing less on technology and detailed specifications and more on business value, strategy, and delivering results. The demand for business analysts with these skills is only going to increase in the years to come. Business analysts must learn to look beyond project scope to understand why the business needs to change, and to help the business realize the benefits of change. If companies are going to survive and thrive in an increasingly competitive and globalized world, they will need business analysts to move beyond facilitation and requirements management and embrace architecture and design. The future for the business analysis profession is very, very bright - as long as we are willing to grasp it.
Transcript of The Past, Present, and Future of Business Analysis
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Title SlideInclude a tagline for your presentation here
BBC 2013
The Past, Present, and Future of Business Analysis
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Once upon a time...
How I Became A BAImage ©2009 Doug Kerr, Licensed Under CC-BY-SA
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Testing?PM?
Requirements?UX?
Process?
Rules?
Training?
Coffee?Data?
Coding?
Nobody Understood What We Did
© 2012 CollegeDegrees360. Licensed under CC-BY-SA.
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“Analysts report that as many as 71% of software projects that fail do so because of poor requirements management, making it the single biggest reason for project failure—bigger than bad technology, missed deadlines or change management fiascoes.”
Source: CIO Magazine, 11/15/2005
Projects Paid A High PriceFlawed business analysis work became a key point of failure for projects and drove much higher delivery costs
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Are we:ORDER-TAKERS?
GOFERS?
ASSISTANT PROJECT MANAGERS?
DOCUMENTERS?Or would we rise to the challenge?
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Business Analysis Had to Change
‣ Methodologies began to address requirements development in earnest
‣ Specialized techniques emerged taking us past “the system shall”
‣ IIBA formed in 2003 to help move profession forward
New tools and techniques, methodologies, and organizations began to define and improve how business analysts worked.
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Business Analysis Became A ProfessionWe developed a shared understanding of the role so that we could define how to deliver better project outcomes.
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Business and ITBridging the gap between…
© 2011 Jonas Ginter. Licensed under CC-BY-NC-ND.
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But that didn’t fix the problemAccording to PMI, less than ⅔ of projects meet their business goals and that number has been falling since 2008.
1994 1996 1998 2000 2002 2004 2006 20090
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Standish Group CHAOS Report
SucceededChallenged Failed
Source: The Standish Group Project Resolution History, PMI Pulse of the Profession
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Traditional BA Space
Business Value Isn’t Inside ProjectsWe can only do so much to improve business value by focusing on managing requirements within a project.
Pre-Project Project Post-Project
Enterprise Analysis
Requirements Analysis
Solution Assessment & Validation
Rationale Delivery Benefits
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Are we:LIAISONS?
FACILITATORS?
TRANSLATORS?
REQUIREMENTS MANAGERS?
Or will we rise to the challenge?
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Business Analysis Has to Change
‣ Requirements management focuses us on predictable delivery of scope
‣ We have to focus on delivery of business value
‣ We consistently neglect understanding of the reasons for change and evaluating the benefits
Our focus has to shift again…from tactical support of project delivery to a strategic understanding of business value.
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Move From Software to SystemsSuccessful change requires that we look at things from a business perspective—software requirements are only a part.
OrganizationalSystem
Software
People
Process
Rules & Data
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Projects and OperationsBridging the gap between…
© 2010 Doug88888. Licensed under CC-BY-NC-SA.
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We still have the alignment problem…We must strike a balance between analysis and intuition, and take a share of responsibility for business outcomes.
Architecture and Design
Analytical ThinkingGoal: To Produce Reliable, Predictable, Repeatable OutcomesReliability
Intuitive Thinking
Goal: To produce outcomes that meet the desired
objectivesValidity
Source: Roger L. Martin, The Design of Business
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Embrace Architecture and Design
Focused on Strategy, Structure and PurposeProvides a vision for Design, keeps it flexible
Focused on Execution and ImplementationKeeps Architecture grounded and relevant
Arch
itect
ure
Design
Architecture and design ensure that we deliver value to our stakeholders by defining solutions that meet their needs
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Can we become:VISIONARIES?
INNOVATORS?
STRATEGISTS?
LEADERS?Are we up to the challenge?
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Business Analysis Can Change AgainWe need to create a feedback loop in the business between its strategies and the results delivered by change.
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Each Level Builds On The One BeforeMaster the key skills required at each level to earn the trust needed to move to the next.
Contributor
Facilitator
Strategist
2020
Strategy and ExecutionBridging the gap between…
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Businesses Need Us To Take This Leap
‣ Companies must focus on innovation and reinvention to survive
‣ Process and rules systems intensify competition
‣ Better execution of old models isn’t enough
The average lifespan of an S&P 500 company has dropped from 67 years in the 1920s to 15 today.
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The Path Forward Is Up To Us
‣ Business Analysis is a self-improving profession
‣ This gives us exciting new challenges and opportunities
‣ This gives our employers a better future, greater odds of success
“Innovation distinguishes between a leader and a follower.” Steve Jobs
Source: Wikipedia
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“If you don’t like change, you’re going to like irrelevance even less.”
Gen. Eric Shinseki
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© I n t e r n a ti o n a l I n s ti t u t e o f B u s i n e s s
A n a l y s i s
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Kevin Brennan, CBAP®, PMP®Chief Business Analyst, IIBA
@bakevin [email protected]
