Breakthrough Business Analysis

Transcription

1 Breakthrough Business Analysis ImplemenAng and Sustaining a Value- Based PracAce Presenter: Ki+y Hass, PMP Principal Consultant, Kathleen Hass & Associates, Inc. BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICE Cell: [email protected] Co- Presenter: Kate Gwynne, CBAP, CSM Associate Director of Business Analysis, Resource/AmmiraT [email protected] 1

2 What is Business Analysis? Emphasis Strategy executon World- class enterprise capabilites InnovaTve products and services Value to customers Wealth to booom line EssenTals Leadership vs. management Systems thinking vs. project orientaton Complexity management vs. project management AdapTve vs. linear approach CreaTvity and innovaton vs. business as usual KHass and Associates, Inc. 2

3 Why is it? Centers on woefully inadequate elements of business/technology projects Decision making: collaboratve Thinking: global, holistc, strategic Complexity: leveraged to achieve creatvity Leadership: shared, diverse, expert Teams: collaboratve, high performing Methods: adaptve, experimentng, creatve, visualizing, agile SoluAons: innovaave, compettve, unseoling, disruptve Value: delivered ocen KHass and Associates, Inc. 3

4 Disrupts TradiTonal Business Models Portfolio Management Decision Making Strategy Communication Leadership Teams BA / PM Collaboration Innovation Tools & Systems Resource Management BACOE PMO Competencies

5 TradiAonal vs. Breakthrough BA BA Value Acknowledged 1 Awareness BA PracTces Informal BA Community of PracTce Exists Increasing awareness of the value of BA Business Requirements Managed 2 Project Level Moderately Complex BA Planning ElicitaTon Analysis Requirements Mgt and CommunicaTon Business Analysts: IT Oriented Business Oriented 3 Business Needs Met Strategy Executed Enterprise Level Highly Complex Strategy Analysis SoluTon Assessment & ValidaTon Business Case Value Management Strategy ExecuTon Business Analysts: Business Architects Business Consultants Enterprise Analysts 4 Business/Technology OpAmized Innovation Level Breakthrough InnovaAon InnovaTve Business SoluTons Breakthrough CapabiliTes CompeTTve Advantage Business Analysts: Business/Technology Experts InnovaTon Experts Change Experts TradiAonal BA PracAces Value- Based BA PracAces

6 KHass and Associates, Inc. 6

7 ImplementaAon Framework Gegng Ready Gegng Started Your OrganizaTon ExecuTve management Key stakeholders PracTce Lead Structure Team Standards Maturity and Capability Gegng Entrenched Business Measurement InnovaTon Radical Change Strategic CommunicaTons From Good to Great KHass and Associates, Inc. 7

8 Readiness Business Case ExecuTve Sponsor Steering CommiOee PracTce Lead KHass and Associates, Inc. 8

9 Examine the Culture in Your OrganizaTon Issues of the day Current state of project performance Level of change Level of compettve pressure PoliTcs: negatve and positve How business analysis is used How Centers of Excellence are perceived Can you compete with other project ideas for resources and funding KHass and Associates, Inc. 9

10 Make the Case Business Vision Core Purpose Core Values Envisioned Future DescripTon of what it will look like Strategic Goals Alignment to Corporate Strategies Stakeholders Opportunity Analysis Business Problem Business Opportunity Desired Outcome What if What works What is What wows Designing for Growth Jeanne Liedtka and Tim Ogilvie KHass and Associates, Inc. CapabiliAes Current CapabiliTes Capability Gaps SoluAon Approach Year 1 Year 2 Year 3 The Journey from Good to Great Risk Management Change Management CommunicaTon Management Return on Investment Total Costs Business Benefits 10

11 ExecuTve Sponsor Guides the effort, owns the budget, commits to the cost and benefit projectons ExecuTve Steering CommiOee Provides politcal cover, decision support, budget, and legitmacy Chaired by sponsor; facilitated by BA PracTce Lead BA PracTce Lead Role Can be a manager of BAs, but this is not a requirement The person who is responsible for building and implementng the BA practce in an organizaton The Business Case Guides decision making KHass and Associates, Inc. 11

12 Business + Politics = Power Daniel Bell, Sociologist, writer, editor, professor emeritus at Harvard Amass your power Knowledge Credibility, ExperTse PoliTcs PosiTve politcs gets things done! PoliTcal management plan Network of supporters and your influence Status High enough in your organizaton to command respect Integrity, Trustworthiness Never sacrifice your integrity Consistency Environmental risks Carefully crac Credible mentors communicatons 12

13 Kate Gwynne On- the- Ground PracAce Lead READINESS DEFINE the Business Analysis Practice Current state of the practice > Future state of the practice Business Analyst Roles and Responsibilities Advisory group

14 Current State > Future State

15 Advisory Group PerspecAve RepresentaAon from several role types (BA, SA, PM, Manager) across all departments Transparency CommunicaAon and idea exchange throughout the design, development, and implementaaon of the iniaaave Clarity Content review and evaluaaon for fairness, accuracy, and relevancy

16 ImplementaAon BA Center of Excellence (BACOE) Capable BA Team BA PracTce Standards Maturity and Capability Assessments KHass and Associates, Inc. 16

17 IntegraTon into the culture the existng power based Mission/purpose aligned to organizaton OrganizaTonal Placement higher is beoer It s a slippery slope Many centers have failed Only 50% of PMOs are seen as relevant and adding value It s about value Project benefits management Investment in innovaton ROI KHass and Associates, Inc. 17

18 BACOE Models: One Size Does not Fit All BACOE Model Leader ComposiAon Goals Outcomes 1. Community of PracAce 2. Informal BACOE Senior BA All BAs invited Advisory Resource center BA Team Lead Senior BAs BA standards Business requirements Professional BA group Consistent BA deliverables & tools 3. Formal BACOE BA PracTce Director/VP BAs report to BA PracTce Director Conduct strategic analysis Prepare business case Provide BAs to projects Business value measured Strategy executed 4. Integrated COE Program Management Director/VP BAs, PMs, QA, Architects report to COE Director KHass and Associates, Inc. 80% projects successful Deliver value to customers and wealth to booom line InnovaTon New strategy Improve compettve positoning 18

19 Ocen MulTple CommuniTes KHass and Associates, Inc. 19

20 Full or Limited Scope? BACOE Scope BA Standard Practices and Tools BA Professional Development BA Professional Services Full Cycle Governance - Practices and methodologies - Tools - Performance metrics - Knowledge management - Performance reporting - Continuous improvements - Communities of practice - Competency assessments - Education and training - Mentoring and OTJ training - Team building - Career path: position descriptions, grades, competencies, and skill requirements - Competitive analysis - Business architecture - Feasibility studies - Business case Staff augmentation: - BAs/PMs - Requirements analysts - V&V specialists - Workshop facilitators - Business program analysis - Strategic project resources - Portfolio management process support and facilitation - Benefits management KHass and Associates, Inc. 20

21 Steady as she goes Always pilot changes! Phase 1 Department / Program Focus Phase 2 Enterprise/ Strategic Focus Phase 3 InnovaTon Focus KHass and Associates, Inc. 21

22 Business OperaAons Enhanced Business ObjecAves Met Business Strategy Executed New Business Strategy Forged Operations/Support Focus Project Focus Enterprise Focus Competitive Focus LOW COMPLEXITY PROJECTS OUTCOMES Value of operaaonal business process & systems is conanually enhanced TYPE OF LEADER Generalists, Business/ System Specialists, Product Managers Entry Level and Senior PMs/ BAs MODERATELY COMPLEX PROJECTS OUTCOMES Projects are managed to ensure new soluaons meet business objecaves TYPE OF LEADER Business Domain Experts, IT System Experts, Product Managers Entry Level and Senior PMs/BAs HIGHLY COMPLEX PROJECTS /PROGRAMS OUTCOMES The enterprise is invesang in the most valuable iniaaaves and is realizing the business benefits forecasted in the Business Case TYPE OF LEADER Enterprise Change Experts, Program and Porfolio Managers Architects and Enterprise BAs Complex Project, Program and Porfolio Mgrs. BREAKTHROUGH INNOVATION PROJECTS OUTCOMES New strategy formulated. Business/Technology opamized. Improved compeaave posiaon TYPE OF LEADER Strategists, Business/ Technology OpAmizaAon Experts, InnovaAon & Cultural Change Experts Innovators and Strategists Technical skills Leadership Competencies ConAnuous Advancement of Competence, Credibility, and Influence

23 Groom BAs for the 21 st Century Systems and Critical Thinking Program and Portfolio Management Creativity and Innovation Contemporary Customer Relationships Creative Models for Solving Business Problems Value Management Complex Project Management Managing Data Across Organizations Business / Technology Optimization Business and IT Simplification CreaAvity, Integrity, Global Thinking, Influence, Trust

24 1. Assess the Maturity of your BA PracTces 2. Develop a 2- year roadmap to Close Gaps 4 Typical Complexity Rating BA Practice Maturity 1.68 Ins 1 FS2 IS/IT 3 NP 4 HC 5 Trans KHass Overall and BA Associates, Practice Maturity Inc. 24

25 Kate Gwynne On- the- Ground PracAce Lead IMPLEMENTATION BUILD the Business Analysis Practice Implementation Roadmap Requirements Management Best Practices Tools Processes

26 DEFINE BUILD GUIDE BA PRACTICE ROADMAP FOCUS ON THE IMPACT TO PEOPLE, PROCESSES, AND TOOLS Current > Future State ü Develop business case for future state (people, processes, and tools) ü Develop BA PracTce Roadmap (actvites and Tmeline) ü Establish Analyst Advisory Group (change leaders) ü Develop and implement communicaton plan for every step in roadmap (include RACI matrix) Roles and ResponsibiliAes ü UTlize BA competency profile (IIBA) to determine role level skills and competencies ü Determine if roles and skills support project objectves across departments and project types ü Establish or update BA role descriptons for each skill level ü Administer skills and competency assessment for BA employees ü Update interview questons to match skills and competencies for new employees and contractors Requirements Management ü Implement best practces ü Conduct audit for tools and actvites used to manage requirements ü Create or modify templates and processes to build efficiencies Metrics and ReporAng ü IdenTfy metrics to determine key performance indicators and critcal success factors ü Establish key reports to help monitor progress and identfy emerging trends Training and Development ü Develop courses and curriculum (or establish vendor relatonship for external training) ü Determine informal training opportunites (staff meetngs, webinars, books) ü Determine formal training opportunites (IIBA meetngs, seminars, conferences) ü Develop new- hire orientaton materials for on- boarding BAs Goals and Career Path Development ü Review individual assessment results and meet with BA s to establish quarterly and annual goals ü Determine individual training and development plans based on skill needs and career path goals Knowledge Sharing ü Schedule lunch- n- learn sessions for various audiences to help educate on project best practces ü IdenTfy coaching / mentoring opportunites between Junior and Senior analysts ü Develop intranet site for hostng BA PracTce artfacts 1 st Qtr 2 nd Qtr 3 rd Qtr

27 S M A R T Specific Measureable Accurate Relevant Traceable Concise Complete ü Does this requirement contain the proper amount of detail no more or less than what is needed? ü Is it clear what system(s) or process(es) this requirement, or the parent requirement, will impact? ü Is this requirement free from FANBOYS, which could mean too much detail or multple requirements? For- And- Nor- But- Or- Yet- So Testable Unambiguous ü Can this requirement be interpreted only one way, regardless of the reader s perspectve? ü Is it clear how the final soluton can be tested to prove that this requirement is met? ü Is this requirement free from adjectves or adverbs that could make it subjectve to the reader? Correct Consistent ü Is this requirement free from grammar, spelling, and punctuaton errors? ü Does the informaton in this requirement support the overall objectve for the soluton feature or functonality? ü Has this requirement been elicited from a valid source of informaton? Necessary Feasible ü Is this requirement needed in order for the soluton (product, process, or system) to functon properly? ü Is this requirement within the scope of the project? ü Is this requirement possible to achieve, given what is known about the project, systems, and resources? IdenAfiable Linked ü Is this requirement uniquely identfiable through a numbering hierarchy? ü Can this requirement be traced to any appropriate parent or child requirements? ü If this is a technical requirement, can it be traced back to one or more business requirements? ü Are all terms and acronyms in this requirement defined in the document? ü Are all aspects of this requirement clear and understandable? ü Is this requirement wrioen in a standard and acceptable format for the intended ü Is this requirement free from constraints and limitatons on the soluton design? ü If this is a business requirement, can it be traced back to the business problem or

28 Sustainability Run Your PracTce like a Business Measure EffecTveness Focus on InnovaTon Change the way we do Projects Execute Strategic CommunicaTons Take your BA Team from Good to Great KHass and Associates, Inc. 28

29 Establish a to maximize positve impact Become a organizaton Create a organizaton and governance structure Devise an inspiratonal Take exceptonal care of your Fiercely focus on Provide that add value Insist on Use as a tool to foster your values, spread your culture, advertse your brand Build and nurture a thriving Adopt that set BAs free Inspire your Community of SOURCE: SARAH GIBSON, CEO, REDVESPA 29

30 Design ConAnuous TransformaAon Review and update your vision, mission, core values, goals and objectves for the BA PracTce as your organizaton changes and as your practce evolves Develop plans and budgets Ted to your organizatons plans and budgets ConTnually increase the capabilites of your BA team and the maturity of your BA practces Measure the business benefits of your BA practce and of projects in terms of value to your customers and/or wealth to the booom line Discover and set in moton the optmal business model for your practce KHass and Associates, Inc. 30

31 Demonstrate value through: Value to Customers Wealth to the BoOom Line Project Performance Measures Quality Performance Measures Quality Processes Quality Reviews KHass and Associates, Inc. 31

32 What does CreaAve Leadership Look Like? ConstrucTve Dialogue Expert FacilitaTon ExcepTonal skills Highly flexible style Superb relatonship- building skills Comfortable with uncertainty What do InnovaAon Teams Look Like? Removed from the day- to- day operatons Fully funded, supported My real bottom-line hypothesis is that nobody has a sweet clue what they re doing. Therefore you better be trying stuff at an insanely rapid pace. You want to be screwing around with nearly everything. Relentless experimentation was probably important in the 1970s now it s do or die"!!tom Peters on Leading the 21st Century Organisation! 32

33 Steer your team to the Edge of Chaos The most creaave state Complex systems fluctuate between: Equilibrium: paralysis, death Chaos: unable to functon The genius of Complexity - it nourishes creatvity KHass and Associates, Inc. 33

34 Expert FacilitaAon is the Game Changer Capitalize on complexity Make decisions quickly, test them, make course correctons Seed creatvity across the organizaton Pursue iteratve, ongoing requirements Reinvent your team facilitaton ocen

35 Radical CollaboraAon VisualizaAon, IteraAon 35

36 80% of Projects on Time, Scope, Budget Value to the Customer Wealth to the OrganizaAon InnovaAve SoluAons KHass and Associates, Inc. 36

37 Adopt the New Shared Leadership Model PM BA Developer PM QA/Test Manager BA Lead Technologist Business Visionary 37

38 Use AdapAve Approaches Low Complexity Independent Predictable RouTne Moderately Complex Probability Messy IntegraTon Highly Complex Uncertainty Disorder Novel Intricate Linear IteraTve AdapTve Extreme KHass and Associates, Inc. 38

39 Business Domain Project Domain Project Sponsor Project Manager Business Analyst Business Owner PARTNERING FOR PROJECT SUCCESS: PROJECT MANAGER AND BUSINESS ANALYST COLLABORATION, CO- AUTHORED BY PMI AND IIBA KHass and Associates, Inc. 39

40 Build a Team of T- shaped BAs Small but mighty Core full- Tme leaders Shared leadership Highly trained Highly practced MulT- skilled Experienced Personally accountable Expertly coached Understand strategic criacality of the effort Common values and guiding principles Passionate about the mission Keeps score, seeks feedback Constantly innovaang, improving, searching for be+er methods, tools, pracaces 40

41 If you are trying to implement BA best practces, methodologies, frameworks, and enabling technologies on your project Don t get discouraged Collaborate with others to expand your reach and build lastng momentum common purpose" KHass and Associates, Inc. 41

42 Use the framework Take it Use it Customize it Accept the challenge! KHass and Associates, Inc. Lead

43 Lots of Moving Parts = Complexity Opportunity People Value Plan Model Brand Measures Team RelaTonships Leadership MICHAEL AUGELLO, CONSULTANT AND ENTREPRENEUR 43

44 Value to your customers InnovaTon Lots of stuff free and easy to use Wealth to the booom line Demonstrate real business value The business of Business Analysis Breakthrough BA capabilites Measurements KHass and Associates, Inc. 44

45 Kate Gwynne On- the- Ground PracAce Lead SUSTAINABILITY GUIDE the Business Analysis Practice Building your team of BAs Training and Knowledge Sharing Career Path Development

46 Communicators Collaborators Facilitators Best BA s for your pracace!

47 Training and Knowledge Sharing

48 Establish your Business Analyst Career Road Map Business Requirements Analyst Business Process Analyst Decision Analyst (ocen referred to as a business intelligence analyst) Business Systems Analyst Systems Analyst FuncTonal Analyst Service Request Analyst Agile Analyst BA Project Lead BA Program Lead BA PracTce Lead RelaTonship Manager BA Manager Enterprise BA Specialist BAs Business Architect Business Rules Business Process Data and AnalyTcs ADAPTED FROM: INTERNATIONAL INSTITUTE OF BUSINESS ANALYSIS 48

49 FAQs What is the VALUE of business analysis? Small project/adapave model 50% faster to market 25% more productve ¼ defects Decisions made based on business benefits Value to customers Wealth to booom line Realized/captured/communicated by BA PracTce What to do when soluton is selected before analysis begins? Re- do and validate: Business case SoluTon alternatve analysis What about PMI? PMI s focus exclusively at project level on requirements IIBA s focus much broader, more strategic, value- based embracing all disciplines that support business change 49