Business Analysts as Agents of Change

1. Business Analysts as Agents of Change Michael Dumelie B.Admin. CMA MBA(Oxon.) Partner Oxford Libero Consulting LP

2. Our Coalition’s Vision To besought out to solve the mostdifficultproblems in the World

3. About Oxford Libero Consulting • Formed in 2008 at the University of Oxford, UK • Has a global presencewithvarying focus • Area of focus in Regina iscomprehensiveorganizational design • Our approachis to buildcapacity and provide senior resources to mentor our clients

4. What Qualifies Me to Present? • Absolutely nothing more than extreme interest • B.Admin. CMA MBA(Oxon.) • Experience in 38 restructurings • Healthy skepticism • Interest in the ‘Elegant’ solution

5. Intent of the Presentation • Present the requirements for a trulycomprehensiveorganizationalredesign • Presentour model for satisfying the requirements • Provide the role of the business analyst in thisapproach • Provide insights into the training and developmentnecessary to be able to suit thisrole

6. Whatis Business Analysis? Business analysisis the set of tasks and techniques used to work as a liaison amongstakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions thatenable the organization to achieveits goals.

7. Whatis a BA? Business Analysts must analyze and synthesize information provided by a number of people whointeractwith the business, such as customers, staff, IT professionals, and executives. The business analystisresponsible for eliciting the actualneeds of stakeholders, not simplytheirexpresseddesires. In many cases, the business analystwillalso work to facilitate communication betweenorganizationalunits. In particular, business analystsoftenplay a central role in aligning the needs of business unitswith the capabilitiesdelivered by information technology, and may serve as a ‘translator’ betweenthose groups.

8. The Oxford Libero Perspective • A good baseline for the analysisskillset. • It is not nearlyambitiousenough for trueanalysts. • Needs to be more proactive and deliveryfocused. • Manyanalystscanbe and should aspire to besomuch more. • Analystsshould lead and mentor in organizational change.

9. WhyBAs as Agents of Change? • Deal with change on a regular basis allowing to develop the experiencerequired. • Work in projects on a regular basis. • Face resistance and understandits impact. • Have facilitation skills. • Progression requires extensive training and new tools but not a differentskill set.

10. CoreCharacteristics • A ManagerialMindset • The will to manage • A work identity of a manager • The orientation/frame of reference of a manager • The ability to ‘Go to the Balcony’ • Professional ambition • Personalhumility

11. Our Organizational Design Approach • Is basedloosely on the principles of Enterprise Architecture • Improves on the obviousdeficiencies of the EA approach • Embedsnatural innovation throughout the process • Creates an ‘adaptable/nimble’ organization • Relies heavily on the ‘BA’ skillset

12. The Origin of EA

13. Our Adaptation of the Concept

14. Our Approach

15. Our Program

16. Mentor Roles in Our Program

17. BA Role #1: Executive Business Analyst

18. BA Role #1: Executive Business Analyst • Leadership by Design Program • Breaks organizationintoIt’sElements • Understands and determines the culture of the organization and/or environment • Determines nature of competition and adaptsstrategy to fit the environment • Seeks to inspire versus tick the boxes • Sets foundation for trueorganizational change • Doesn’tgatherdust

19. BA Role #2: Senior Business Analyst

20. BA Role #2: Senior Business Analyst • Strategy Program: • StrategicallyPlanned – Ticking the Box • StrategicallyLed - The Farmer • Strategically Adaptable – The Football Team • StrategicallyNimble – The Hockey Team • Criticalsuccess factor for a successfulredevelopment. Oftenpoorlydone.

21. BA Role #3: Senior Business Analyst/Business Analyst

22. BA Role #3: SBA/Business Analyst • Strategy and Objectives • Processes and Workflows • Policies and Business Rules • Accountabilities, Roles and Responsibilities • Decisions and Information Requirements (Information Profiles) • Procedures

23. BA Role #4: Business Analyst

24. BA Role #4: Business Analyst • Incremental Change Initiatives – Lean, Six Sigma, etc. • Usefulafter radical change • Putsprocess in control • Allows for continuous adaptation and improvement

25. BA Development

26. Business Analysis and BPM • Business Analysis • BABOK as a baseline for the program • Business Process Management • Foundation for Process Review and Organizational Design • Innovation • Critical to being value added in drawing opportunities from clients

27. PM and PMO Development • PM Skills and Experience • The tools to lead the change initiative • Understanding of principles of organization design • Program and Portfolio Management • Prepares for organization-wide initiatives • Assists in making initiatives deliverable rather than overwhelming

28. Organization Change Management • Prosci Change Management • People side of change • Assists in bringing the organization along with the strategic intent (4 programs) • Seeks to take Art and make it Science • Success requires both experience and the program • Critical to completing organizational change that is sustainable

29. Matrix Management 2.0 • Matrix Management 2.0 • Provides for a sustainable and adaptable organization able to adjust on the fly • Links well and supports PM/Process approach to organizational design • Provides a complete rethink of organizational accountability approaches and organizational restructuring

30. Other • Total Quality Programs (Lean, Six Sigma) • Used for incremental change to support a reformed organization • Not the program to undertake these initiatives • Information Profiling/Facilitated Surveying • Support for BI program, Strategy and Accountability. Extends BPM. • Strategy Facilitation • Leadership Program (4 tiered program)

31. Leadership Program • Stepping Up to Leadership • Leadership on the Line • Leadership in the Middle • Leadership by Design

32. Stepping Up to Leadership • Essence of Management • Communications • Problem Solving • Conflict Resolution • The COO Perspective • The HR Perspective

33. Leadership on the Line • Understanding Leadership • Teams in Context • Team Structure • Team Numbers and Information • Team Operational Plans • Team Staffing • Performance Dialogue • Employment Law • Conflict Resolution • Team Business Plans

34. Leadership in the Middle • The Art of Leadership • Defining the Organization • Designing the Organization • Projects • Process Design • Organizational Politics • Telling the Story • Staffing • Performance Dialogue • Leadership Theories

35. Leadership by Design • The Role of Architect • The Role of Organizational Development Consultant • Defining the Strategic Value Proposition • Developing Culture • Chartering the Organization • Organization Sustainability • Building the Organization Story

36. BA Development

37. Business Analyst • Stepping Up to Leadership • Project Management • Organization Change Management • Business Analysis • Business Process Management • Quality Programs • Innovation

38. Senior Business Analyst • BA Program plus… • Leadership on the Line • Leadership in the Middle • Project Systems (PMO, etc.) • Information Profiling • Matrix Management 2.0 • Strategy Program

39. Executive Business Analyst • SBA Program plus… • Leadership by Design • Strategic Design • Enterprise Architecture

40. In Summary… • You are there anyway, why not do the complete job? • You are often the most experienced change agent, hone your craft. • Start with the BABOK but don’t stop there. Business Analysis skills are the base of a significant progression. • Don’t be a passenger. Help your client to reach their potential.

41. If not you then who?

42. Questions?

43. Contact Information Michael Dumelie B.Admin. CMA MBA(Oxon.) Partner, Oxford Libero Consulting LP Michael.dumelie@oxlib.ca (306) 502-1036 Website: www.oxlib.ca