Business Analysis events 25 th May & 19 th June 2006

1. Business Analysis events 25th May & 19th June 2006

2. Paul Turner

3. Competencies – the Demand side Employers and Jobs

4. Qualifications – the Supply side Employees and Training Providers Competencies – the Demand side Employers and Jobs

5. Qualifications – the Supply side Employees and Training Providers Competencies – the Demand side Employers and Jobs

6. Qualifications – the Supply side Employees and Training Providers Competencies – the Demand side Employers and Jobs Standard definitions and approaches Employers, Jobs, Employees and Training Providers

7. Debbie Paul Assist Knowledge Development www.assistkd.com Joint editor of Business Analysis

8. Our aim: To support professionalism in Business Analysis by providing: • Best practice techniques • Pragmatic advice • Additional references

9. The development of Business Analysis Business Improvement Process Improvement Scope IT Improvement Maturity

10. Range of competencies Competencies of a Business Analyst Behavioural skills and Personal qualities Business knowledge Techniques

11. Strategy Analysis Value chain Analysis Requirements Engineering Systems Thinking Process Modelling Systems Modelling Key techniques Business Improvement Process Improvement IT Improvement

12. Enabling business change COMPETENCIES Business Improvement Process Improvement IT Improvement Business Case Implementing Change Managing the Information Resource

13. Business Analysis - a key discipline • Defined standards • Greater scope and authority • Increasing professionalism

14. Debbie Paul Assist Knowledge Development Joint editor of Business Analysis

15. Competencies – the Demand side Employers and Jobs

16. SFIAplus V3.0 - snapshot

17. Business Analyst Role:

18. Qualifications – the Supply side Employees and Training Providers Competencies – the Demand side Employers and Jobs Standard definitions and approaches Employers, Jobs, Employees and Training Providers

19. Re-inventing Business Analysis:New skills? Craig Rollason

20. (1) Outsourcing (2) IT Projects on their own not enough 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

21. Skills to be business transformation partner? Business BA Suppliers 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 of the business with the use of IT.” From Business Analysis (2006), published by BCS.

22. Project Design • Assess characteristics & decide approach and resources needed to deliver business outcomes • Doing the right things • Strategic Fit • Business Strategy • Technical (IS/IT) Strategy • Meets Investment Criteria (Business Case)/priority • Doing things right • Selection of appropriate analysis approach & tools • Right Resource Capabilities • You, Business Colleagues • Deciding the sourcing strategy & commercials

23. Past & current OUTCOMES & BENEFITS IT CHANGE Current? & future BUSINESS CHANGE OUTCOMES & BENEFITS IT CHANGE Change Management

24. New IT System New CEO Six Sigma Recruit Graduates Understanding Business Change 1. Culture 2. Desire 3. Capability 4. Process 5. Tools Five Change Levels

25. 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)

26. EI & IQ working together Inspired. “people are Joined up” Formula for transformation High Hearts & Minds Hearts Emotional Intelligence Minds Logically right. Good strategy “Traditional position for IT projects” Mental Intelligence Low High

27. Challenges BA’s will face • Role clarity “What sort of BA?” • Re-assess education & skills • Salary aligned to responsibilities • Overcoming IT stereotypes

28. 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

29. Thank YouRe-inventing Business Analysis Craig Rollason craig.rollason@btinternet.com

30. Agile Business Analysis Dot Tudor TCC Training and Consultancy ISEB Business Analysis, PRINCE2, DSDM,

31. 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 various originators and practitioners of these methodologies met to figure out just what it was they had in common. They picked the word "agile" for an umbrella term and crafted the Manifesto for Agile Software Development, whose most important part was a statement of shared values: close collaboration face-to-face communication frequent delivery self-organizing teams requirements churn not a crisis

32. A B 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 of Scrum, Dynamic Systems Development Method (DSDM), and adaptive software development (ASD) were delivering successful projects in the early- to mid-1990s” Jim Highsmith – Director, Cutter Consortium DSDM recognises the role of the Business Analyst

33. Let’s try it the old way …! • Task: • To specify the requirements for a house you’d • like to have someone build for you (about 20 requirements)

34. Square, pink basin • Satin steel taps • ------------ • Pop-up rubber plug • Chrome overflow • ------------ • Integrated soap dish • Tubular chrome frame • Chrome u-bend • Chrome waste pipe • ------------ • -------- • Jacuzzi Bath • ---------- • Sink • -------- • Flooring • Plasma TV • Lighting • --------- Detailed Requirements • Foundations • Walls • ----------- • ----------- • Bathroom • Kitchen • ------------ • ------------ • ------------ • ------------

35. Agile Approach …Not the detailed Functional Spec… Prioritised, High-level Requirements R1 ……… M R2 ……… M R3 ……… S R4………. S R5 ……… M R6 ……… M R7 ……… S R8 ……… S R9 ……… S …………. ……….. ……… R76 ………C R77 …… C ……….. R80 ……… S De Funct. Spec requirements churn not a crisis

36. M Prioritisation W Must have O Should have Could have O Won’t have this time C S M requirements churn not a crisis

37. Group Exercise • Your task: • Prioritise the top 20 High-Level requirements for the house you’d like to have built, to show at least the “Must Have” requirements Note: To PRIORITISE effectively you need a clearly-stated objective!

38. Agile, DSDM Teams close collaboration underpinned by a team success approach and a “noblame” culture • self-directed • small (no more than six) • composed of users and developers with equal responsibility Business and IT in PARTNERSHIP self-organizing teams face-to-face communication

39. OBJECTIVES: • Boundaries • Decision • Commitment • Approval Facilitated Workshops A team-based information gathering and decision making technique close collaboration face-to-face communication • interactive communication • empowered personnel • independent facilitator

40. DSDM Feasibility Study Business Study C C C C S C S S M S M M M M M S M M M M Prioritised, High-level Requirements R1 ……… M R2 ……… M R3 ……… S A Cunning, Timeboxed Plan! Delivery Deadline Internal Services Living Rooms and Bedrooms Bathroom & Kitchen Foundations and Shell Timebox Timebox Timebox Timebox requirements churn not a crisis frequent delivery

41. Iterative and incremental consolidate investigate refine The BIG delivery Jan Feb Mar Apr May Small but complete deliveries

42. Modelling Perspectives WHY Rationale, ends and means WHERE Locations and Network Links WHO People and Tasks WHAT HOW Data and Relationships Processes and Inputs/Outputs WHEN Events, time and scheduling

43. Why DSDM? • An agile business analyst’s “charter” • Recognises the importance of analysis and modelling, where other agile approaches do not specify this.

44. 9 Principles Business Focus People, process, technology Philosophy 80/20 MoSCoW (Must, Should, Could, WontHave) Prototype Teams Roles and Responsibilities Guidance on team working Guidance Quality and Testing Configuration Management Planning Risk White Papers Life-cycle (Framework) Phases Products objectives Techniques Facilitated Workshops Prototyping Modelling Timeboxing DSDM Overview DSDM

45. A B 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!!

46. A B 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!!

47. Agile Business Analysis Dot Tudor TCC Training and Consultancy ISEB Business Analysis, PRINCE2, DSDM,

48. Qualifications – the Supply side Employees and Training Providers Competencies – the Demand side Employers and Jobs Standard definitions and approaches Employers, Jobs, Employees and Training Providers

50. 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 Engineering Organisational Context (formerly Business Organisation) Modelling Business Processes Systems Development Essentials Systems Modelling Techniques Benefits Management and Business Acceptance Under development Higher Level: The Diploma in Business Analysis