Business Analysis Center of Excellence The Cornerstone of Business Transformation

Transcription

1 February 20, 2013 Business Analysis Center of Excellence The Cornerstone of Business Transformation John E. Parker, CEO Enfocus Solutions Inc. 0

2 John E. Parker (Introduc3on) President and CEO of Enfocus Solu8ons Inc. Previous Posi8ons o EVP and Cofounder, Spectrum Consul8ng Group o EVP and CTO of MAXIMUS o Outsourced CIO for HSHS (Large Healthcare System) o KPMG Partner Exper8se o IT Strategic Planning o Business Analysis o Recovering Troubled and Challenged Projects o Outsourcing o Enterprise Architecture o Development Methodologies (Agile, Waterfall, RUP, Design First, FDD, TDD) o Financial and Cost Benefit Analyses o Business process improvement, reengineering, and management 1

3 Discussion Overview Business analysis value proposi8on Current state of business analysis maturity Business analysis competency and maturity models BA Centers of Excellence and Communi8es of Prac8ce Building business analysis capabili8es Q & A 2

4 Business Analysis is Important Problems Business Impact Lack of Maturity in Lack of maturity in business Requirements process management Development & Management Business Analysis Is more than just Requirements Failed or challenged projects Lower productivity more rework Developer frustration Higher costs & schedule delays Unused functionality Benefits not realized Solutions not aligned with business need Low Stakeholder Satisfaction Solutions do not solve the business problem 3

5 Current State of Business Analysis Maturity Business analysis maturity is low for most organiza8ons. Effec8ve requirements management does not necessarily equate to business analysis maturity. The profession of business analysis is rela8vely new: o IIBA was formed in o IIBA chapters were not created un8l o Less than 2,500 Cer8fied BAs (2,230 CBAP, 184 CCBAs). IIBA s competency model is geared towards individuals, not organiza8ons. There is no recognized standard for measuring Business Analysis maturity: o Kicy Hass and Associates. o CompassBA/PM CMM. o IAG Requirements Management Maturity Model. o CMMI Requirements Development and Requirements Management. o Enterprise Agility s BAMM. o Enfocus Business Analysis Maturity Model. 4

6 Why Focus on Business Analysis? Deliver More Successful Projects o Eliminate major causes of challenged or failed projects (Poor requirements, Lack of User Input, Changing Requirements) o Reduce Scope Creep (Significant cause of project delays and cost overruns) Eliminate Waste o Less rework (40% of project costs is related to rework, 70% of this is from poor requirements) o Eliminate unnecessary func8onality (Standish Group research shows that 49% of funcjonality is never used) Deliver More Business Value o Realize more benefits through Benefits Realiza8on Management (Studies show 3x improvement when benefits realizajon is applied) o Obtain becer understanding of business needs Achieve Results Faster o Iden8fy and deliver quick wins o Deliver high value func8onality earlier through feature priori8za8on Provide Becer Solu8ons o Gain a becer understanding of business needs o Understand various stakeholder perspec8ves o Achieve higher user acceptance and support 5

7 Challenges for Business Analysis New profession o Lack of understanding o Low maturity level o Significant varia8on in roles and responsibili8es in and between organiza8ons Fragmented repor8ng and organiza8on o Many different 8tles o Significant varia8on in roles and responsibili8es o Organiza8onal placement (Some report to IT, some report to business) Percep8on o Ojen viewed as non- strategic (e.g., as requirement writers) o Value not fully understood o Development is rapidly moving to agile: There is no formal business analysis role in agile Integra8on of business analysis into exis8ng processes o Project management prac8ces o Systems development lifecycles o Business process improvement o Business unit opera8ons 6

8 Business Analysis Cultural ShiI From Systems Analysis to Business Analysis Transi8on from systems analyst to business analyst role o Start projects with problem iden8fica8on and solu8on conceptualiza8on, not developing solu8on requirements. o Solu8ons must involve more than just changes to systems. o Transi8on from wri8ng big up- front paper requirements documents to developing and maintaining agile requirements. Focus on improving business outcomes o Help the business define, achieve and measure results. o Place more focus on delivering valuable solu8ons vs. wri8ng requirements. o Implement effec8ve benefits realiza8on prac8ces. o Demonstrate quan8fiable impact. o Enable business change. Facilitate collabora8on between technical and business stakeholders o Increase transparency to business stakeholders. o Facilitate becer user input through stakeholder engagement. o Achieve becer understanding with technical stakeholders. Promote ideas and innova8on 7

9 Maximize Value through Business Analysis Source: Enfocus Solu8ons Inc. 8

10 What is Needed to Build Business Analysis Capabili3es? Strategic Alignment Governance Processes & Prac3ces Informa3on Technologies Skills & Competencies Culture 9

11 IIBA s Business Analysis Competency Model BA Performance Competencies 53 defined Performance Competencies form the base of the model. They are categorized by BABOK Guide Knowledge Areas and represent the competencies that encompass the BA role. Indicators/Observable Behaviors Examples of indicators are the heart of the model. Each Performance Competency has related indicators. Each descrip8on of a behavioral Indicator encompasses the BA drawing on their knowledge, skill, and experience to select the correct behavior that brings successful results. More than individual skills and competencies are needed to build mature business analysis capabili8es. 10

12 Business Analysis Capability Maturity Levels 5 Focus on innovations used to gain competitive advantage 5.0 Innovating 4 Enterprise portfolio managed for business value 4.0 Managed 3 Valuable solutions are delivered and aligned with the business 3.0 Aligned 2 1 Business requirements defined and managed Process unpredictable, poorly controlled and reactive 1.0 Initial 2.0 Defined 11

13 Enfocus Business Analysis Maturity Model Stage: 1. Ini8al 2. Defined 3. Aligned 4. Managed 5. Innova8ng Focus: Survival Projects Business Alignment Enterprise PorWolio Business Model Innova3on Goal: Awareness of the importance of business analysis Business requirements defined and managed Solu8ons aligned with the business Enterprise poroolio managed for business value Innova8ons used to gain compe88ve advantage Descrip3on: Business analysis methods are not well established and defined. Deep fragmenta8on exists across the organiza8on - one area does it one way while another unit is following a different process for genng the same thing done. Things get done through individual effort as opposed to a standardized process. All five types of requirements More advanced business are defined and managed in a analysis techniques are used consistent way. to address business and Business requirements organiza8onal change. All Stakeholder projects are now aligned with requirements business goals and objec8ves. Func8onal requirements Nonfunc8onal requirements Transi8on requirements Given standard performance baselines, business analysts can now measure, benchmark and evaluate performance across the enterprise. Enterprise poroolio management prac8ces are used to manage business benefits across the enterprise. Business analysts work with business units to link enterprise goals and strategies to programs. Business analysts work as internal consultants with business units to evaluate innova8ons to gain a compe88ve advantage. Capabili3es: Elicita8on Solu8on scope Requirements development Requirements management PM Partnership Stakeholder engagement & communica8ons Business analysis planning Project poroolio and management management Solu8on analysis Process poroolio Business case development management Business rules Service poroolio Business process management improvement Organiza8onal change IT service strategy and design Business Model / Capabili8es Analysis Compe88ve market analysis Enterprise poroolio management Innova8on management Community of Prac8ce Center of Excellence Enterprise Poroolio Management Office EPMO manages enterprise innova8on 12

14 Enfocus Business Analysis Maturity Model Business Analysis Capabili3es Defined Business Analysis Planning and Management Defined Stakeholder Engagement and Communica8ons Defined Solu8on Analysis Defined Solu8on Scope Defini8on Defined Stakeholder Analysis Defined Elicita8on Defined Requirements Development Defined Requirements Management Defined Solu8on Assessment and Verifica8on Defined Solu8on Evalua8on and Acquisi8on Aligned Business Case Development and Use Aligned Business Rules Management Aligned Business Process Improvement Aligned Business Performance Measurement Aligned Organiza8onal Change Management Aligned IT Service Strategy and Design Aligned Transi8on Management Aligned Benefits Realiza8on Management Managed Process Poroolio Management Managed Project Poroolio Management Managed Stakeholder Poroolio Management Managed IT Service Poroolio Management Innova8ng Enterprise Business Architecture Innova8ng Enterprise Poroolio Management Innova8ng Business Model Analysis Innova8ng Innova8on Management 13

15 Improving Business Analysis Maturity A Key Star8ng Point for Business Analysis Maturity Community of Prac3ce (CoP) A Community of Prac8ce is a group of like prac88oners coming together to share resources (i.e., knowledge, experiences, and ideas). This group collaborates to discuss topics that can help make an impact on their work and projects. CoPs are started at the grass roots (the prac88oners) level with licle to no management oversight. Online collabora8on tools are ojen used to share templates, blog, and con8nue conversa8ons via forums. Center of Excellence (CoE) A Center of Excellence helps implement and support improvement ini8a8ves to meet organiza8onal goals (i.e., improve project success). A BA CoE is responsible and held accountable for improving the business analysis process for an organiza8on. Processes and standards are developed, communicated, implemented, measured, and con8nually improved at the direc8on of a CoE. A project management oﬃce (PMO) is a type of CoE. Copyright 2013 Enfocus Solu8ons Inc. All Rights Reserved. 14

16 Comparing BA Organiza3onal Structures Scacered Silos Center of Excellence Community of Prac8ce Formal Hierarchy Structured Department Informal Peer Groups Disconnected from others in domain Tightly connected to others in domain Loosely connected to others in domain Goal is business unit outcomes Goal is building organiza8onal capabili8es Goal is knowledge acquisi8on & sharing People are hired into posi8on People hired to fill a role or provide exper8se Voluntary enrollment 15

17 What do CoEs and CoPs do? 1. Support: Provide support to their members in providing becer service to business units. 2. Guidance: Maintain standards, methodologies, tools and knowledge repositories. 3. Shared Learning: Coordinate training and cer8fica8ons, skill assessments, team building to encourage shared learning. 4. Measurements: Demonstrate they are delivering the valued results that jus8fied their crea8on through the use of performance metrics. 5. Governance: Ensure that the organiza8on invests in the most valuable projects and coordinates ac8vi8es with other corporate interests. CoPs provides more or less the same services as CoEs in terms of items 1-4, but has no official authority over deployment of company resources such as people, places, equipment, or budget. 16

18 3 Key Ingredients for a Community of Prac3ce Domain: A community of prac8ce is not merely a club of friends or a network of people. It has an iden8ty defined by a shared domain (i.e. Business Analysis). Membership implies a commitment to the domain, and therefore a shared competence that dis8nguishes members from other people. Community: In pursuing their interest in their domain, members engage in joint ac8vi8es and discussions, help each other, and share informa8on. They build rela8onships that enable them to learn from each other. A website in itself is not a community of prac8ce. Having the same job or the same 8tle does not make for a community of prac8ce unless members interact and learn together. Source: Communi3es of Prac3ce: A Brief Introduc3on EJenne Wenger: ( Prac3ce: A community of prac8ce is not merely a community of interest- - people who like certain kinds of movies, for instance. Members of a community of prac8ce are prac88oners. They develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring problems in short, a shared prac8ce. 17

19 Types of Communi3es Helping Communi3es provide a forum for community members to help each other with everyday work problems, issues, and needs. Best Prac3ce Communi3es develop and disseminate best prac8ces, guidelines, and procedures for their members use. Knowledge Stewarding Communi3es organize, manage, and steward a body of knowledge from which community members can draw. Innova3on Communi3es create breakthrough ideas, new knowledge, and new prac8ces. 18

20 BA Centers of Excellence 3 Stages of Development Stage 1 Project- Centric BACoE s are almost always project- centric in their early forma8ve phase. The goals of the BACoE at this stage are to build the confidence of and become an indispensable resource to the project teams. During this early phase, the BACoE is building trus8ng rela8onships with business analysts, project managers, func8onal mangers, and project teams. In addi8on to developing business analysis prac8ce standards, the BACoE is providing services to the project teams, and training and mentoring to develop business analysts and high- performing project teams. Stage 2 Enterprise Focused As the BACoE begins to win confidence across the organiza8on, it is likely that it will evolve into an enterprise- wide resource serving the en8re company. At this point, the BACoE begins to facilitate the implementa8on of an effec8ve poroolio management system. The BACoE is building the founda8on to serve as a strategic business asset providing management with 8mely and accurate decision support informa8on. Stage 3 Business Strategy During the third stage of development, the BACoE is considered a strategic asset serving the execu8ve team. At this point, it is well understood that business analysis has a posi8ve effect on profitability and that organiza8ons achieve strategic goals through well priori8zed and executed projects. Emphasis at this stage is in business analysis through the BACoE. Strategic ac8vi8es for the BACoE include: Conduc8ng research and providing the execu8ve team with accurate compe88ve informa8on Iden8fying and recommending viable new business opportuni8es Preparing the project investment decision package to facilitate project selec8on and priori8za8on Managing expected business benefits during project execu8on and measuring actual business benefits ajer the new solu8on is deployed 19

22 RequirementCoach Community of Prac3ce 21

24 RequirementCoach Analyst Community Knowledge Content Analyst Briefs Methodology BA Techniques Prac8ce Aids Prac8ce Guide Visualiza8on Methods Reference Guides Third Party Materials Copyright 2013 Enfocus Solu8ons Inc. All Rights Reserved. 23

25 Forums An Excellent Method to Capture and Share Knowledge 24

26 What is Needed to Build Business Analysis Capabili3es? CoEs and CoPs both contribute to Business Analysis Maturity Strategic Alignment Governance Processes & Prac3ces Informa3on Technologies Skills & Competencies Culture 25

27 Business Analysis Maturity Progression Initial Defined Aligned Managed Innovating FUTURE Strategic Alignment Linkage between corporate priorities and BA capabilities Governance Transparent accountability, decision making, rewards No linkage Uncoordinated Corporate agenda Reviews End-to-end oversight Process initiated Full control Widely accepted Routine 48 mths 24 mths 12 mths Process & Practices Standardized approach, techniques & methods Various methods Limited (e.g., Word) Individual effort Involvement Limited commitment 6 mths Current CURRENT Information Technology Knowledge management, collaboration, and automated business analysis support Skills & Competencies Skills, competencies, and domain knowledge Culture Beliefs and values leading to attitudes committing to value of business analysis 26

28 Strategic Alignment Business Analysis Maturity Progression Defined BA Role Role and responsibilijes of the BA must defined and clearly understood by all. Business Alignment Business analysis services must support the needs of the business. Project Management Alignment BA processes and pracjces, including reporjng relajonships must align and support project management processes. SDLC Alignment BA processes and prac8ces must align and support systems development processes. Strategic Capabili8es Core capabilijes should be idenjfied, Best pracjce a gap examples analysis of conducted, BA arjfacts and a such program as developed requirements, to build problem BA statements, capabilijes. visions, etc. Best pracjce examples of BA arjfacts such as requirements, problem statements, visions, etc. 27

29 Governance Business Analysis Maturity Progression Execu8ve Support Strong ongoing ExecuJve support is required. Measurement EffecJve KPIs should be in place to measure COE performance. Funding COEs require funding to pay for staff development, technology, and support. COE Charter Clear objecjve and responsibilijes should be defined including defined reporjng relajonships. Best pracjce examples of BA arjfacts such as requirements, problem statements, visions, etc. Best pracjce examples of BA arjfacts such as requirements, problem statements, visions, etc. 28

30 Processes and Prac3ces Business Analysis Maturity Progression Business Analysis Framework Methodology that describes the tasks for performing business analysis acjvijes. Business Analysis Prac8ce Guidelines Guidelines for performing business analysis acjvijes defined in the framework. Business Analysis Techniques Alter the way business analysis tasks are performed or describe a specific format for the output of a task. Business Analysis Visualiza8on Methods Describe how to improve the communicajon of business analysis arjfacts through graphic visualizajons. Example Ar8facts Best pracjce examples of BA arjfacts such as requirements, problem statements, visions, etc. Best pracjce examples of BA arjfacts such as requirements, problem statements, visions, etc. 29

31 Informa3on Technology Business Analysis Maturity Progression Business Analysis SoIware Collabora3on Provide automated support for business analysis processes. Enable collaborajon between business and technical stakeholders. Reusable Objects Reusable BA arjfacts that can be reused among projects. Knowledge Management Share knowledge on business processes, pracjces and domain knowledge. 30

32 Skills and Competencies Business Analysis Maturity Progression Competency Model A defined competency model is needed to guide individual BA development. Learning & Professional Development The COE should offer ongoing educajon to build BA skills. Reference Library Comprehensive resources on a variety of topic should be available for BAs to learn and grow. Reusable BA ArJfacts that can be reused among projects 31

33 Culture Building Effec8ve BA Capabili8es Requires Significant Changes to Culture Execu3ves ExecuJves should see BA as strategic to the organizajon and essenjal for project success Technical Stakeholders Technical Stakeholders should clear value from be[er requirements and see less rework and frustrajon. Business Stakeholders Comprehensive resources on a variety of topic should be available for BAs to learn and grow. Project Managers Reusable BA ArJfacts Project that can managers be reused should see among the BA projects as essenjal partners for delivering successful projects. Business Analysts BAs must view themselves as more than just requirement writers. 32

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35 Requirements Excellence Framework 34

36 Next Steps: Visit for more informa8on about our company and our product. Contact our sales department for more informa8on or to schedule a demo. Select Enfocus Solu8ons as your tool vendor and partner. John Parker jparker@enfocussolu8ons.com 35

37 Q & A 36