Applications Executive Council Drivers of Business Analyst Effectiveness

Size: px
Start display at page:

Download "Applications Executive Council Drivers of Business Analyst Effectiveness"

Transcription

1 Applications Executive Council Drivers of Business Analyst Effectiveness IIBA Building Business Capabilities 2012 Moderator: Mark Tonsetic Senior Research Director

2 A FRAMEWORK FOR MEMBER CONVERSATIONS The mission of The Corporate Executive Board Company and its affiliates (CEB) is to unlock the potential of organizations and leaders by advancing the science and practice of management. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged. CONFIDENTIALITY AND INTELLECTUAL PROPERTY These materials have been prepared by CEB for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information belonging to CEB and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced. LEGAL CAVEAT CEB is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specifically disclaims liability for any damages, claims or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.

3 ROAD MAP FOR THE PRESENTATION Changes to the BA Role Measuring BA Effectiveness Levers to Improve BA Effectiveness Key Takeaways and Upcoming Events 3

4 Shifts in corporate IT are making it difficult for business analysts to deliver value within the traditional dimensions of their role. PRESSURE ON THE TRADITIONAL BUSINESS ANALYST Shift in IT Value, Ownership, and Role Challenges to Traditional Business Analyst Role At the same time, flat budgets result in longer hours for many BAs, increasing risk of burnout. 1. Information Over Process Competitive advantage from information technology shifts toward customer experience, data analytics, and knowledge worker enablement; consequently, information management skills will rise in importance relative to business process design. Managing requirements that are more fluid, uncertain, and difficult to document 2. IT Embedded in Business Services Centrally provided applications and infrastructure will be embedded in business services and delivered by a business shared services organization. Understanding the expectations of supporting endto-end IT services rather than projects 3. Externalized Service Delivery Delivery will be predominantly externalized as vendors expand service provision and internal resources become brokers not providers. Maintaining visibility into the environment as more solutions are introduced without their direct involvement and/or through vendors 4. Greater Business Partner Responsibility Business unit leaders and end users will play a greater role in obtaining and managing technology for themselves where differentiation has more value than standardization. Adapting to new engagement models in which many sponsors want a more hands-on leadership role in IT projects 4

5 ROAD MAP FOR THE PRESENTATION Changes to the BA Role Measuring BA Effectiveness Levers to Improve BA Effectiveness Key Takeaways and Upcoming Events 5

6 6 In response, the Council developed a model of BA effectiveness to help navigate these changes in demand. This model is based on AEC s BA Competency Framework and serves as the basis for the Council s BA Effectiveness Diagnostic. A MODEL OF BUSINESS ANALYST EFFECTIVENESS 1 Needs Discovery Requirements Elicitation Ability to identify a desired future state that addresses a business problem. Requirements Management and Analysis Ability to manage requirements to the smallest set that will provide the biggest impact in advancing business objectives. Creating Compelling Business Cases Ability to measure and communicate proposed project benefits. Providing Accurate Project Effort Estimates Ability to quantify project resource requirements. Needs Discovery BA Effectiveness Technology Management 2 Technology Management Architecture Management Ability to create solutions that advance architectural objectives. Designing for Usability Ability to design solutions for enduser adoption and productivity improvement. Relationship Management and Communication 3 Relationship Management and Communications Communications and Change Leadership Ability to communicate effectively across multiple constituencies to support project and organizational change objectives. Business Relationship Management Ability to engage business sponsors and contribute to their targeted business outcomes. Design Team Relationship Management Ability to engage developers to ensure productivity and solution quality.

7 1 Requirements Elicitation Ability to identify a desired future state that addresses a business problem. Requirements Management and Analysis Ability to manage requirements to the smallest set that will provide the biggest impact in advancing business objectives. Creating Compelling Business Cases Ability to measure and communicate proposed project benefits. Providing Accurate Project Effort Estimates Ability to quantify project resource requirements. Needs Discovery Technology Management BA Effectiveness Relationship Management and Communication 3 Communications and Change Leadership Ability to communicate effectively across multiple constituencies to support project and organizational change objectives. Business Relationship Management Ability to engage business sponsors and contribute to their targeted business outcomes. Design Team Relationship Management Ability to engage developers to ensure productivity and solution quality. 2 Architecture Management Ability to create solutions that advance architectural objectives. Designing for Usability Ability to design solutions for enduser adoption and productivity improvement. InformatIon technology PractIce Output: 11:45AM Jun Modified 11:33AM Jun INTRODUCING THE BA EFFECTIVENESS DIAGNOSTIC Developing the BA Effectiveness Diagnostic 1. Diagnostic Development 2. Member Input 3. Survey Participation 4. Comparative Analysis 5. Presentation of Findings ApplicAtions ExEcutivE council New Talent Foundation Build the Business Analyst Competency Framework Seek feedback from member companies on model Launch diagnostic to 200 Business Analysts Analyze the drivers of BA effectiveness Publish key findings from the diagnostic Select Participating AEC Members WHEN PERFORMANCE MATTERS MOST

8 IDENTIFYING WHAT DRIVES BUSINESS ANALYST EFFECTIVENESS I. Deploy Surveys II. Measure BA Effectiveness III. Translate Findings into Practical Guidance Business Analyst Survey (n = 200) BAs assess the importance and personal effectiveness of nine core competencies. BAs provide information on educational and professional background, time allocation, and access to coaching/mentoring opportunities. Please select the level that best describes your current, personal skill set for Architecture Management 1. Individual BA effectiveness responses are combined and adjusted based on BA supervisor effectiveness ratings to diminish self-reporting bias. An index was created by averaging adjusted effectiveness scores and scaling to 100. Scale was also validated based on BA annual performance evaluations. Distill the practical implications borne out by the data. Provide real-world illustration of key insights via practitioner tools and tactics. Time Spent on Solutions Design Illustrative Driver x 0.8x Level 2 1 Level 5 BA Supervisor Survey (n = 39) BA leaders assess the importance and effectiveness of nine core competencies for the BA group as a whole. BA leaders provide information on talent management and development strategies for the BA group. Please select the level that best describes the current effectiveness of your BA group s Architecture Management skill set. Level 2 1 Level 5 Needs Discovery BA Effectiveness Relationship Management and Communication Technology Management The BA Effectiveness Index is measured as an index from the three model components. Index scores range from 0 to 100, with higher scores reflecting higher levels of BA Effectiveness. Bottom Quartile BAs Example Key Teaching: Top Quartile BAs The best BAs more efficiently allocate time on solutions design. 2 Each competency level is explicitly defined to maximize consistency is reporting across BAs. See the Implementation guide for the level definitions for each competency. 8

9 9 The most effective BAs are able to carry larger project loads on an annual basis. EFFECTIVE BAs PROVIDE SCALE AND ENHANCE EFFICIENCY Total Annual Project Budget per BA (Number of Projects x Project Size) Millions of US Dollars +30% $6.5 M +39% $5.0 M $3.6 M Bottom Quartile BAs Average BA Top Quartile BAs n = 200 BAs. Source: AEC, BA Effectiveness Diagnostic, 2012.

10 ROAD MAP FOR THE PRESENTATION Changes to the BA Role Measuring BA Effectiveness Levers to Improve BA Effectiveness Key Takeaways and Upcoming Events 10

11 11 Council analysis of data from more than 200 BAs suggests three levers that Applications leaders can pull to improve the effectiveness of their business analysts. THREE LEVERS TO IMPROVE BA EFFECTIVENESS Management Lever I. Structure the Role for Success Key Challenge Quick Win Near Term Medium Term How can we encourage the right behaviors in our BAs? How can we better structure the role to meet diverse business demands? 1. Clearly establish accountability in your business analysts objectives. 6. Formalize specializations to maximize BAs effectiveness. II. Develop the Right Skills III. Utilize BAs More Effectively What are the most important areas to focus coaching and training? What kinds of IT expertise will most benefit our BAs? Which project experience is the most valuable? How should BAs allocate their time to maximize productivity and deliver business value? 2. Expand influencing skills through targeted coaching. 3. Grow breadth in the right IT domains. 4. Provide BAs with new world project opportunities. 5. Improve BAs efficiency on requirements documentation.

12 12 While more tenured BAs exhibit higher levels of effectiveness, tenure alone is a small contributor. TENURE ALONE DOES NOT EXPLAIN EFFECTIVENESS BA Effectiveness Index 1 by Tenure as a BA Average BA Effectiveness Index Score th Percentile BA Effectiveness 70 BA Effectiveness Index BA Effectiveness Range Explained by Tenure is Minimal. Total BA Effectiveness Range 10th Percentile BA Effectiveness One Year or Less Two to Four Years Five to Nine Years 10+ Years BA Tenure 1 The BA Effectiveness Index measures business analyst skills across three broad domains: needs discovery, technology management, and relationship management. Index scores range from 0 to 100, where 0 is the least effective BA and 100 is the most effective BA. n = 200 BAs. Source: AEC, BA Effectiveness Diagnostic, 2012.

13 13 Establishing clear ownership around core BA activities elevates a sense of accountability, driving up BA effectiveness. ACTION 1: CLEARLY ESTABLISH ACCOUNTABILITY Competencies Where BA Has Formal Ownership 1 Number of Competencies (Out of Nine) % 4.0 Nine BA Competencies 1. Requirements Elicitation 2. Requirements Management and Analysis 3. Creating Compelling Business Cases 4. Providing Accurate Project Effort Estimates 5. Architecture Management 6. Designing for Usability Bottom Quartile BAs Top Quartile BAs 7. Communications and Change Leadership 8. Business Relationship Management 9. Design Team Relationship Management BA Competency RACI Chart Level of BA Involvement Involvement Scale No Critical Contributor Clear Owner Involvement Participant BA is formally a Critical Participant or Clear Owner. n = 200 BAs. Source: AEC, BA Effectiveness Diagnostic

14 14 The most effective BAs have strong influencing skills, a competency that is core to sales and marketing experience, helping them drive consensus. ACTION 2: EXPAND INFLUENCING SKILLS BAs with Strong Influencing Skills 1 Percentage of BAs Prevalence of Sales or Marketing Experience Percentage of BAs No Sales or Marketing Experience 50% Has Sales or Marketing Experience Low Influencing Skills 84% 16% 2.25x Strong Influencing Skills 64% 36% 0% Bottom Quartile BAs Top Quartile BAs BAs with strong influencing skills are more than twice as likely to have sales and marketing experience. Tactics for Expanding BA Breadth of IT Experience Encourage BAs to work on more explicit stakeholder communication plans. Coach BAs to reframe unrecognized problems, needs, or assumptions in dialogue with business sponsors. n = 200 BAs. Source: AEC, BA Effectiveness Diagnostic The ability to influence business partner decision making to optimize requirements prioritization and build long-term relationships to drive engagement in IT strategy

15 15 BAs who have previously worked across a range of IT domains are able to more easily navigate cross-it partnerships and guide projects end-toend. ACTION 3: GROW BREADTH IN THE RIGHT IT DOMAINS Breadth of IT Experience Number of IT Domains Previously Worked Types of Previous Domain Experience Percentage of BAs Vendor Management Enterprise Architecture % +49% 60% % 19% IT Domains Applications Development Enterprise Architecture Project Management Vendor Management Quality Assurance Infrastructure Maintenance and Support Tactics for Expanding BA Breadth of IT Experience Rotate BAs through other IT functions to increase visibility into coordination needs across groups. Establish coaching and mentoring relationships outside of the BA group to accelerate cross-functional collaboration skills. n = 200 BAs. Bottom Quartile BAs Top Quartile BAs Bottom Quartile BAs Top Quartile BAs While most BAs have experience in the usual suspects, such as Project Management, Applications Development, and Maintenance and Support, the most effective BAs have working knowledge of Vendor Management and Enterprise Architecture as well. Source: AEC, BA Effectiveness Diagnostic

16 16 Expose BAs to new world projects. Even inexperienced BAs should be given opportunities to work on challenging new world projects to grow their skill sets. ACTION 4: PROVIDE BAs WITH NEW WORLD PROJECT OPPORTUNITIES Experience with Multiple New World Projects Percentage of BAs with Experience in Two or More New World Project Types 58% 31% Bottom Quartile BAs Top Quartile BAs Old World Project Types Maintenance and Enhancement Process Automation Customer Interface Applications (Web) New World Project Types Collaboration Mobile Business Intelligence or Analytics Software-as-a-Service Business projects without IT components n = 200 BAs. Source: AEC, BA Effectiveness Diagnostic

17 17 The most effective BAs have begun to scale back time on requirements documentation in favor of more time on relationship management and workflow assessment. ACTION 5: IMPROVE BA EFFICIENCY ON REQUIREMENTS Average Time Spent on Requirements Documentation Number of Hours per Week 11.3 (2.4) Hours per Week 8.9 What can you do with an extra two weeks per year? The best BAs spend one extra week on relationship management and one week on understanding customer workflows. Bottom Quartile BAs Top Quartile BAs Tactics for More Efficient Requirements Documentation Apply a lightweight documentation approach for projects that are likely to rapidly change. Place more emphasis on needs analysis than on documentation. Leverage business sponsors willingness to lead requirements. n = 200 BAs. Source: AEC, BA Effectiveness Diagnostic, 2012.

18 18 Promoting specialization enables BAs to narrow their development focus and more efficiently scale their work. Fifty-five percent of specialized BAs (2+ specializations) have new world experience (2+ project types) compared to 40% of those who are generalists. ACTION 6: FORMALIZE SPECIALIZATIONS TO MAXIMIZE BAs EFFECTIVENESS Specialist and Generalist BAs Percentage of BAs 21% Specialists Generalists 2.85x 60% Specialists: BAs who formally took two or more specialized roles in projects they worked in the past 12 months. Formal specialized roles examined include: Product owner (Agile) Scrum master (Agile) BA for a project using Agile Project manager/ba hybrid role Technology broker Consultant to business Sponsors BA for information-intensive projects Generalists: BAs who did not take any specialized role in projects they worked in the past 12 months. n = 200 BAs. 79% Bottom Quartile BAs Source: AEC, BA Effectiveness Diagnostic, The most effective BAs are nearly three times as likely to be specialists. 40% Top Quartile BAs

19 19 A family of BA specializations is emerging in response to more diversified projects and delivery channels. In the past, BA specialization has involved technologies (e.g., SAP BA) or domains (e.g., HR BA). TEN BA SPECIALIZATIONS The Family of Business Analyst Specializations 1 1. User Experience BA Provides usability insight to project design teams and helps sponsors understand usability requirements 6. Business Process BA Maps business processes and identifies opportunities to redesign processes or technologies to improve efficiency Today s specialized BAs are aligned to the nature of the portfolio and changing approaches to solutions delivery. 2. Customer Advocate/Anthropologist Analyzes end-user workflows; surfaces unarticulated needs and brings end users needs into project sponsor dialogue 7. Integration Specialist Manages interdependencies across projects and external solutions to minimize post-implementation fixes Fifty-two percent of organizations expect to increase the degree of specialization in their BA groups across Buyer s Agent Consults to ensure that business sponsors act responsibly when leading IT purchases with vendors 8. Data-Focused BA Manages needs analysis/requirements primarily for data intensive projects like BI or analytics 4. Technology Broker Consults and advises on the best means to fulfill a given solution need (COTS, Cloud, sourcing, build) 9. BA/Project Manager Owns needs analysis with business sponsors and manages the solutions design team 5. Strategic BA/Business Architect At a portfolio level, supports business strategy articulation and ensures IT alignment to business capabilities 10. Agile BA/Product Owner Represents a project sponsor to provide feedback and guide an Agile development team 1 These ten BA activities are derived from the Business Analyst Effectiveness Diagnostic and member interviews.

20 All BAs will need foundational skill sets, but organizations should formalize specializations to improve BA performance. PROMOTE DOUBLE MAJORING Possible Specialization Double Majors User Experience BA Customer Advocate/Anthropologist Identifying the Right BA Competency Maturity Designing for usability Requirements elicitation and analysis Project Experience Customer Interface Applications Mobile 20 Buyer s Agent Technology Broker Strategic BA/Business Architect Business Process BA Integration Specialist Data-Focused BA Business relationship management Communications and change leadership Architecture management Creating compelling business cases Business relationship management Architecture management Architecture management Business relationship management Software-as-a- Service Business projects without IT components Collaboration Process automation Integration projects Business intelligence or analytics BA/PM Agile BA/Product Owner Design team relationship management Business relationship management Customer Interface Applications Mobile

21 21 To resource available BA specialists, segment the project portfolio into three tiers of priority based on project scope and the need for specialists. DETERMINE PROJECT PRIORITIES FOR SPECIALISTS Prioritization of Project Portfolio for BA Specialization Illustrative High All Hands on Deck These projects are top priority for available BAs with the requisite specializations. Project Scope/ Size Case-by-Case Decision For these projects, determine whether to have lightweight involvement of a specialist based on: The degree to which the absence of specialist BAs may present a project delivery risk Low Low Need for Specialists High The degree to which the project provides a development or stretch opportunity for BAs seeking to develop more specialized experience No Specialists Required These projects have smaller scope and complexity, such that specialized needs can be supported by a non-specialized BA with foundational skills.

22 22 Assess the depth of need for a BA specialist on projects in your portfolio. ASSESS PROJECTS NEED FOR A BA SPECIALIST Assessment Criteria BA Specialization Specialist Not Needed Lightweight Involvement Significant Commitment 1. User Experience BA Few or no significant interfaces for end users Project could benefit from some UX expertise embedded in the needs analysis phase. Project significantly changes end user experience across multiple interfaces. 2. Customer Advocate/ Anthropologist Project not directly targeted at end users workflow enhancement Project targets to change some existing end user behaviors or processes. Project requires a deep understand of end user behaviors and workflows to design appropriate solution. 3. Buyer s Agent Business partners are not pursuing external vendors. Business partners require limited support with managing vendor interactions. Business partners require guidance as they pursue technology purchases with vendors. 4. Technology Broker Project does not require purchase of external technology. Limited vendor management activities are included in the project plan. Requires purchase and/or significant coordination with vendors or service providers 5. Strategic BA/Business Architect 1 Project does not require broader business strategy or capabilities analysis. Project would benefit from business strategy expertise in the upfront concept and needs analysis phases. Project requires significant strategy or business capabilities expertise. 6. Business Process BA Project requires little business process reengineering. The project requires limited process flow analysis. Project requires significant business process reengineering. 7. Integration Specialist Project will not impact operations or data in more than two systems. Needs analysis and planning would benefit from integration expertise. Project requires coordination of external solutions with interdependent systems or data. 8. Data-Focused BA Project is not data intensive or dependent. Project involves some significant data flows. Project is information intensive and data is key to competitive advantage. 9. BA/PM Project will have an independent project manager. N/A Project lacks a project manager. 10. Product Owner (Agile) Project will use waterfall methodology. N/A Project will use Agile and require a product owner or a BA to manage the story backlog. 1 Specialization may be required outside of project work.

23 23 Specialists play more targeted project roles, supporting or relieving the foundational BA s responsibilities across the lifecycle. DEPLOY SPECIALISTS FOR TARGETED ACTIVITIES Involvement of Foundational BA and BA Specialists Across the Project Lifecycle Illustrative Kickoff Needs Analysis Project Execution Production Percentage of Workload Percentage of Workload Foundational BA Percentage of Workload Percentage of Workload User Experience BA Buyer s Agent BA Integration BA Significant commitment Lightweight involvement

24 24 Specialists vary their level of involvement to balance effort against other project needs. ADJUST SPECIALISTS LEVEL OF INVOLVEMENT TO MEET PORTFOLIO NEEDS Activities of Specialist BAs Across the Project Lifecycle Illustrative Kickoff Needs Analysis Project Execution Production Significant commitment Lightweight involvement User Experience BA UX BA owns user experience analysis and integrates results with foundational BA s analysis of business sponsors needs and objectives. UX BA coaches foundational BA on user experience needs analysis for this project UX BA validates that the solution meets user experience requirements. Buyer s Agent BA Buyer s Agent BA focuses on preparing the sponsor for vendor-related interactions. Buyer s Agent BA coaches foundational BA on how to support the sponsor during vendor selection and negotiation. Buyer s Agent BA supports the sponsor in user acceptance. Integration BA Integration BA captures integration requirements and dependencies. Integration BA supports foundational BA s ability to capture and track integration needs. Integration BA supports the execution of integration requirements.

25 ROAD MAP FOR THE PRESENTATION Changes to the BA Role Measuring BA Effectiveness Levers to Improve BA Effectiveness Key Takeaways and Upcoming Events 25

26 26 KEY TAKEAWAYS 1. Improving the effectiveness of your BAs increases scalability for your Applications group, and value and speed for business partners. The best BAs carry 80% more project value than the lowest performing BAs. The best BAs also help to deliver solutions to market more rapidly and more on target with business objectives. 2. Encourage BAs to see beyond project and enterprise IT boundaries. The best BAs understand the architectural end state and are effective influencers across their relationships with business partners, delivery teams, and vendors. By maintaining focus on business needs not just requirements they work effectively with emerging technologies and new delivery channels. 3. Formalize accountability for needs discovery, technology management, and relationship management and communication competencies in your BAs performance objectives. The more that BAs understand their ownership over these areas, the better they perform and the more project value they deliver. 4. Find opportunities on new world projects for newer BAs, not just high performers. Experience in mobile, collaboration, and Software-as-a-Service projects can help BAs learn how to manage unclear requirements and tight project schedules effectively. 5. Identify how the best performers efficiently manage requirements and apply scalable insights institutionally. With a growing set of demands on BAs time, unnecessary requirements documentation represents a loss in productivity. 6. Formalize specializations to drive BA focus and effectiveness. Organizations that are developing generalist BAs are falling behind. The most effective BA organizations formalize and cultivate specializations, and find opportunities to match BAs strengths to project needs. For more information, visit

27 27 Supervisors of BAs perceive competency gaps in requirements elicitation and relationship management and communication. APPENDIX: BAs HAVE ROOM TO IMPROVE IN ALL DOMAINS Competency Importance 1 and Effectiveness 2 Database Average Competency Effectiveness Competency Importance Large Competency Gap 3 Needs Discovery Technology Management Relationship Management and Communication Requirements Elicitation Requirements Management and Analysis Providing Accurate Project Effort Estimates Creating Compelling Business Cases Architecture Management Designing for Usability Business Relationship Management Communications and Change Leadership Design Team Relationship Management n = 17 organizations 1 Competency Importance benchmark is measured using BA Supervisor responses on behalf of the BA group. 2 Competency Effectiveness benchmark is measured using BA Supervisor responses on behalf of the BA group. 3 Measured as the gap between competency importance and effectiveness more than 1.0. Source: AEC, BA Effectiveness Diagnostic

28 28 The Council tested a number of potential drivers of BA effectiveness and also captured input from BA group leaders. APPENDIX: DRIVERS OF BA EFFECTIVENESS TESTED Business Analyst Background Education level Field of study Tenure as a BA Overall work experience Employment status Work experience in IT Breadth of experience in IT Breadth of project type experience Experience with agile projects Work experience in sales or marketing Interaction with IT stakeholders Experience in specialized BA roles Formal training experience and value Coaching experience and value Learning style preference Business Analyst Workflow Project workload Project portfolio size Project portfolio value Specialized project volume Project versus non-project activities Project activities time allocation Non-project activities time allocation Volume of administrative work Extent of strategic work Task prioritization Project ownership Organizational Characteristics Organizational size (number of employees) Industry IT organizational structure Applications organizational structure Business analyst group size Extent of BA services outsourcing BA retention rate Talent development strategy Project staffing model Desired resource allocation Competency prioritization Project ownership approach Career advancement opportunities Access to stakeholders Business Analyst Attitudes Perceived organizational support Perceived training and coaching value Job satisfaction Career path Source: AEC, BA Effectiveness Diagnostic, 2012.

29 29 BAs want to shift from traditional activities to an emerging skill set that includes areas like usability and integration. APPENDIX: IDEAL TIME ALLOCATION BA Allocation of Time Percentage of Time on Project and Non- Project Activities BA Allocation of Time on Project Activities Percentage of Time Spent on Each Set of Activities, Current Versus Ideal Other Responsibilities Traditional Responsibilities Emerging Responsibilities = +31% 27% Non-Project Activities 32% = (9%) 42% 73% Project Activities 58% 53% 10% Current Allocation = (50%) 5% Ideal Allocation Traditional Responsibilities: Emerging Responsibilities: n = 200 BAs. Source: AEC 2012 BA Effectiveness Diagnostic. Requirements documentation Designing a solution Communicating with design teams Project management Analysis of customer or end-user workflow Work on usability/ user experience Business process mapping Integration planning or strategy

30 30 Fewer than 20% of organizations are ensuring BAs skills are the right fit for project needs. APPENDIX: STAFFING ALLOCATION MODEL How Are You Assigning BAs to Projects? Percentage of Organizations 18% Explicit Matching of Skill Sets with Needs 5% Availability Only 13% Informal Matching of Skill Sets with Needs 64% Primarily Availability n = 39 BA group leaders. Source: AEC 2012 BA Effectiveness Diagnostic.

31 31 Participants in the BA Effectiveness Diagnostic reflect a broad range of organizational profiles. APPENDIX: PARTICIPANT PROFILE ORGANIZATIONAL CHARACTERISTICS Survey administration involved in-depth collaboration with 17 member organizations. Respondents by Industry Sample Distribution 5% Energy and Utilities 7% Government or Non-Profit 24% Financial Services Respondents by Geography Sample Distribution 9% APAC 2% EMEA 19% Manufacturing 13% High Tech 17% Insurance 15% Business Services 89% North America n = 200 BAs. Source: AEC, BA Effectiveness Diagnostic, 2012.

32 32 Participating BAs reflect diverse educational and professional experiences. APPENDIX: PARTICIPANT PROFILE BACKGROUND AND EXPERIENCE Respondents by Educational Background Percentage of BAs 15% No Bachelor s Degree 25% Other Undergraduate or Graduate Degree 10% Bachelor s Degree in Social Sciences or Humanities 22% Bachelor s Degree in Business or Finance 28% Bachelor s Degree in Engineering, Technology, or Computer Science Respondents by Experience with Project Types Percentage of BAs, Multiple Responses Allowed 84% 72% 62% 60% 45% 42% 37% 27% 13% Maintenance and Enhancement n = 200 BAs. Process Automation Integration Projects Source: AEC, BA Effectiveness Diagnostic, Customer Interface Applications (Web) Collaboration Business Intelligence or Analytics Software as a Service Business Projects Without IT Components Mobile

33 33 There is a broad range of effectiveness across BAs, indicating significant opportunity for improvement. APPENDIX: BA EFFECTIVENESS VARIES SUBSTANTIALLY BA Effectiveness Index 1 Range BA Effectiveness Index Score, by Effectiveness Percentile th Percentile 25th Percentile 50th Percentile 75th Percentile 90th Percentile n = 200 BAs. 1 The BA Effectiveness Index measures business analyst skills across three broad domains: needs discovery, technology management, and relationship management. Index scores range from 0 to 100, where 0 is the least effective BA and 100 is the most effective BA. Source: AEC, BA Effectiveness Diagnostic, 2012.

34 34 There is wide variation in effectiveness across BAs within the same organization. APPENDIX: VARIATION WITHIN AND ACROSS BA GROUPS BA Effectiveness Index 1 Range by Organization BA Effectiveness Index Score, Representative Subset of Participating Organizations 90th Percentile Variation within organizations demonstrates that company-level factors do not explain all differences in BA effectiveness; there are important drivers at the BA level as well Average 10th Percentile Organization A Organization B Organization C Organization D Organization E Organization F Organization G Organization H Organization I n = 200 BAs. 1 The BA Effectiveness Index measures business analyst skills across three broad domains: needs discovery, technology management, and relationship management. Index scores range from 0 to 100, where 0 is the least effective BA and 100 is the most effective BA. Source: AEC, BA Effectiveness Diagnostic, 2012.

35 Applications Executive Council

Running an Effective Office of the CIO

Running an Effective Office of the CIO Running an Effective Office of the CIO Key Findings from the Chief of Staff Time Allocation and Responsibilities Survey CEB CIO Leadership Council A Framework for Member Conversations The mission of The

More information

Sourcing Handbook. Tactics and Templates for Sourcing Strategy and Vendor Management. CEB CIO Leadership Council

Sourcing Handbook. Tactics and Templates for Sourcing Strategy and Vendor Management. CEB CIO Leadership Council Sourcing Handbook Tactics and Templates for Sourcing Strategy and Vendor Management CEB CIO Leadership Council A Framework for Member Conversations The mission of CEB Inc. and its affiliates is to unlock

More information

The State of Hybrid Cloud

The State of Hybrid Cloud The State of Hybrid Cloud To learn more about this full research or to inquire about membership, contact us: +1-866-913-8101 IT.Support@ executiveboard.com www.cebglobal.com/it CEB Infrastructure Leadership

More information

Organizational Restructuring Toolkit

Organizational Restructuring Toolkit Organizational Restructuring Toolkit Driving Effective Enterprise Change CEB Applications Leadership Council CEB Infrastructure Leadership Council A Framework for Member Conversations The mission of The

More information

An Unbalanced Scorecard

An Unbalanced Scorecard An Unbalanced Scorecard Twelve New IT Metrics for an Era of Change CEB CIO Leadership Council A Framework for Member Conversations The mission of CEB Inc. and its affiliates is to unlock the potential

More information

CEB Applications Leadership Council. Building an Effective Business Analyst Community

CEB Applications Leadership Council. Building an Effective Business Analyst Community CEB Applications Leadership Council Building an Effective Business Analyst Community CEB Applications Leadership Council Content Publishing Solutions General Manager Warren Thune Executive Director Shvetank

More information

Part 3: Business Case and Readiness

Part 3: Business Case and Readiness The Fundamentals of Managed Service Provider (MSP) Programs Part 3 of 3 Part 3: Business Case and Readiness By Jennifer Spicher contents This is the final of a three-part series designed to outline key

More information

Career Management. Making It Work for Employees and Employers

Career Management. Making It Work for Employees and Employers Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,

More information

Business Analyst to Business Architect

Business Analyst to Business Architect Business Analyst to Business Architect To Infinity... and Beyond! White Paper March 2010 Authors: Jack Hilty Cathy Brunsting Editor: Janice Koerber Copyright 2010 SentientPoint, Inc. All Rights Reserved

More information

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended.

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended. Previews of TDWI course books offer an opportunity to see the quality of our material and help you to select the courses that best fit your needs. The previews cannot be printed. TDWI strives to provide

More information

W H I T E P A P E R E d u c a t i o n a t t h e C r o s s r o a d s o f B i g D a t a a n d C l o u d

W H I T E P A P E R E d u c a t i o n a t t h e C r o s s r o a d s o f B i g D a t a a n d C l o u d Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com W H I T E P A P E R E d u c a t i o n a t t h e C r o s s r o a d s o f B i g D a t a a n d C l o

More information

How To Be An Architect

How To Be An Architect February 9, 2015 February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 3 Typical Common Responsibilities for the ure Role... 4 Typical Responsibilities for Enterprise ure...

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate

More information

Chartis RiskTech Quadrant for Model Risk Management Systems 2014

Chartis RiskTech Quadrant for Model Risk Management Systems 2014 Chartis RiskTech Quadrant for Model Risk Management Systems 2014 The RiskTech Quadrant is copyrighted June 2014 by Chartis Research Ltd. and is reused with permission. No part of the RiskTech Quadrant

More information

Achieving Business Analysis Excellence

Achieving Business Analysis Excellence RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence Susan Martin March 5, 2013 11 Canal Center Plaza Alexandria, VA

More information

IDC MarketScape: Worldwide Business Consulting Strategy for Digital Operations 2015 Vendor Assessment

IDC MarketScape: Worldwide Business Consulting Strategy for Digital Operations 2015 Vendor Assessment IDC MarketScape IDC MarketScape: Worldwide Business Consulting Strategy for Digital Operations 2015 Vendor Assessment Michael Versace Cushing Anderson THIS IDC MARKETSCAPE EXCERPT FEATURES KPMG IDC MARKETSCAPE

More information

Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group

Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group SAP Services Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group A Journey Toward Optimum Results The Three Layers of HR Transformation

More information

Enabling HR service delivery

Enabling HR service delivery Enabling HR service delivery Cloud HR 9 10 HR shared services and Outsourcing Global privacy and Security 11 12 Social media 10 HR Shared Services and Outsourcing Has your organization implemented service

More information

How To Get Started With Customer Success Management

How To Get Started With Customer Success Management A Forrester Consulting Thought Leadership Paper Commissioned By Gainsight April 2014 How To Get Started With Customer Success Management Table Of Contents Four Actionable Steps To Setting Up Your Customer

More information

IIBA Business Analysis Competency Model. Body Body of of Knowledge

IIBA Business Analysis Competency Model. Body Body of of Knowledge IIBA Business Analysis Competency Model A Guide A Guide to the to the Business Business Version Analysis Analysis 3.0 Body Body of of Knowledge (BABOK (BABOK Guide) Guide) Version Version 2.0 2.0 Last

More information

Customer effectiveness

Customer effectiveness www.pwc.com/sap Customer effectiveness PwC SAP Consulting Services Advance your ability to win, keep and deepen relationships with your customers. Are your customers satisfied? How do you know? Five leading

More information

Business Intelligence Engineer Position Description

Business Intelligence Engineer Position Description Business Intelligence Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level

More information

HR Function Optimization

HR Function Optimization HR Function Optimization People & Change Advisory Services kpmg.com/in Unlocking the value of human capital Human Resources function is now recognized as a strategic enabler, aimed at delivering sustainable

More information

The State of Business Analysis Practices in Organizations

The State of Business Analysis Practices in Organizations The State of Business Analysis Practices in Organizations Research Report Lori Lindbergh, PhD & Kathleen B. Hass, PMP LORIUS, LLC & Kathleen Hass & Associates, Inc. June, 2011 Business Requirements Managed

More information

Computing & Communications Services

Computing & Communications Services 2010 Computing & Communications Services 2010 / 10 / 04 Final Kent Percival, M.Sc., P.Eng. Defining the Value of the Business Analyst In achieving its vision, key CCS partnerships involve working directly

More information

I D C M a r k e t S c a p e : W o r l d w i d e E n t e r p r i s e M o b i l i t y C o n s u l t i n g 2 0 1 3 V e n d o r S h a r e s

I D C M a r k e t S c a p e : W o r l d w i d e E n t e r p r i s e M o b i l i t y C o n s u l t i n g 2 0 1 3 V e n d o r S h a r e s Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com E X C E R P T I D C M a r k e t S c a p e : W o r l d w i d e E n t e r p r i s e M o b i l i t y

More information

Audit Director Roundtable Asia Emerging Risks Report

Audit Director Roundtable Asia Emerging Risks Report Audit Director Roundtable Asia Emerging Risks Report Q3 2012 A FRAMEWORK FOR MEMBER CONVERSATIONS The mission of The Corporate Executive Board Company and its affiliates (CEB) is to unlock the potential

More information

Agenda Overview for Marketing Management, 2015

Agenda Overview for Marketing Management, 2015 G00270720 Agenda Overview for Marketing Management, 2015 Published: 18 December 2014 Analyst(s): Richard Fouts Increased participation in strategic business decisions and an evolving organization put new

More information

Operations Excellence in Professional Services Firms

Operations Excellence in Professional Services Firms Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges

More information

Business Continuity Position Description

Business Continuity Position Description Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 2 Career Path... 3 Explanation of Proficiency Level Definitions... 8 Summary

More information

Visual Enterprise Architecture

Visual Enterprise Architecture Business Process Management & Enterprise Architecture Services and Solutions October 2012 VEA: Click About to edit Us Master title style Global Presence Service and Solution Delivery in 22 Countries and

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com WHITE PAPER Network Consulting Services Lead Enterprise Transformation Sponsored by: HP Leslie Rosenberg February 2011 Curtis Price Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200

More information

7 things to ask when upgrading your ERP solution

7 things to ask when upgrading your ERP solution Industrial Manufacturing 7 things to ask when upgrading your ERP solution The capabilities gap between older versions of ERP designs and current designs can create a problem that many organizations are

More information

Successful BI Survey. Best practices in business intelligence for greater business impact. www.biscorecard.com. By Cindi Howson 2014 ASK LLC

Successful BI Survey. Best practices in business intelligence for greater business impact. www.biscorecard.com. By Cindi Howson 2014 ASK LLC www.biscorecard.com 2014 Successful BI Survey Best practices in business intelligence for greater business impact By Cindi Howson 2014 ASK LLC February 2014 Table of Contents Background... 4 Copyright

More information

Understanding the Business Value of Social Solutions in Sales

Understanding the Business Value of Social Solutions in Sales WHITE PAPER Understanding the Business Value of Social Solutions in Sales Sponsored by: SAP Vanessa Thompson April 2014 IDC OPINION The confluence of the changing competitive landscape, strategic business

More information

Oracle ERP Support Benchmark Findings

Oracle ERP Support Benchmark Findings Appendix K Oracle ERP Support Benchmark Findings City of Virginia Beach ComIT Master Technology Plan (Appendix K) 1 City of Virginia Beach Oracle ERP Support Benchmark Findings 23 September 2013 Prepared

More information

SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View

SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View The Business of IT Provisioning Bill Irvine Transformation Strategist, Accelerate Innovation, VMware billirvine@comcast.net Session

More information

Human Capital Financial Statements

Human Capital Financial Statements Presents: Human Capital Financial Statements April 19, 2011 About Human Capital Management Institute The Human Capital Management Institute (HCMI) was founded on the belief that organizations can and must,

More information

Best practices in project and portfolio management

Best practices in project and portfolio management Business white paper Best practices in project and portfolio management Practical advice for achieving greater value and business benefits Table of contents 3 Introduction 3 The importance of best practices

More information

The Global State of Business Analysis

The Global State of Business Analysis The Global State of Business Analysis Buil 2 Business Analysis Global Survey Report 2011 www.esi-intl.com.au EXECUTIVE SUMMARY Organizations around the globe are using business analysis (BA) to define

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

Enterprise Architecture (Re)Charter Template

Enterprise Architecture (Re)Charter Template Enterprise Architecture (Re)Charter Template To learn more about this full research or to inquire about membership, contact us: +1-866-913-8101 IT.Support@ executiveboard.com www.cebglobal.com/it CEB Enterprise

More information

TURKEY BUSINESS ANALYSIS REPORT 2015. Thinking Like the Business

TURKEY BUSINESS ANALYSIS REPORT 2015. Thinking Like the Business TURKEY BUSINESS ANALYSIS REPORT 2015 Thinking Like the Business CONTENT Foreword Respondent Profiles Business Partnering Business Priorities Driving Change and Innovation Efficiency of Business Analysis

More information

An Executive Primer To Customer Success Management

An Executive Primer To Customer Success Management A Forrester Consulting Thought Leadership Paper Commissioned By Gainsight April 2014 An Executive Primer To Customer Success Management Table Of Contents We Live In A Subscription Economy Learn To Manage

More information

The Evolution of the HR Business Partner Role

The Evolution of the HR Business Partner Role The Evolution of the HR Business Partner Role A Process for Assessing and Transforming the HR Business Partner in a Shared Services Model June 2012 Copyright 2012 by ScottMadden, Inc. All rights reserved.

More information

ALM Trends: Requirements and the role of business analysts

ALM Trends: Requirements and the role of business analysts E-Book ALM Trends: Requirements and the role of business analysts Agile organizations look for ways to overcome obstacles associated with requirements management. These two tips look at trends in requirements

More information

Sales Compensation Practices:

Sales Compensation Practices: Sales Compensation Practices: The 2012 2013 Special Survey Report Concord, MA Table of Contents Page I. Overview of the Survey and Participants Profile 3 II. How Sales Compensation Plans Are Structured

More information

Talent DNA that drives your business

Talent DNA that drives your business Talent DNA that drives your business Align your talent DNA and business strategy to achieve real success Accelerate your business with a strategic HCM solution that turns your human capital investment

More information

Turning Strategic Insight Into Business Impact

Turning Strategic Insight Into Business Impact Turning Strategic Insight Into Business Impact VMware Accelerate Advisory Services Identify Opportunities and Create Strategies for the Journey to IT as a Service No longer relegated to simply keeping

More information

Next-Generation Building Energy Management Systems

Next-Generation Building Energy Management Systems WHITE PAPER Next-Generation Building Energy Management Systems New Opportunities and Experiences Enabled by Intelligent Equipment Published 2Q 2015 Sponsored By Daikin Applied and Intel Casey Talon Senior

More information

Image Area. View Point. Transforming your Metrics Program with the right set of Silver Bullets. www.infosys.com

Image Area. View Point. Transforming your Metrics Program with the right set of Silver Bullets. www.infosys.com Image Area View Point Transforming your Metrics Program with the right set of Silver Bullets www.infosys.com Introduction Today s organizations are competing in a fast-paced marketplace driven by new technologies,

More information

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth THE TALENT OPTIMIZATION OBJECTIVE

More information

Ready, Set, Go! A Game Plan for Talent Management in the Midmarket

Ready, Set, Go! A Game Plan for Talent Management in the Midmarket Ready, Set, Go! A Game Plan for Talent Management in the Midmarket Introduction Organizations that have survived the global economy of the past few years have experienced the new business reality: the

More information

Your Agile Team s Indispensible Asset

Your Agile Team s Indispensible Asset Agile / Scrum Training Lean Software Development Agile Organizational Metrics Executive Coaching Improved Team Dynamics Improved Efficiency! Your Agile Team s Indispensible Asset The Agile Business Analyst

More information

Succession planning: What is the cost of doing it poorly or not at all?

Succession planning: What is the cost of doing it poorly or not at all? Energy insights At a glance There are substantial benefits to be gained by identifying talented employees including those deep in the organization with specialized skills and coordinating their training

More information

2015 2016 HR Systems Survey

2015 2016 HR Systems Survey 2015 2016 HR Systems Survey 18 th Annual Edition Executive Summary Innovation, Insights, and Strategy Conducted by Stacey Harris VP of Research & Analytics Erin Spencer Research Consultant Information

More information

Recruitment Process Outsourcing Market Segment: Overall

Recruitment Process Outsourcing Market Segment: Overall NEAT EVALUATION FOR CIELO: Recruitment Process Outsourcing Market Segment: Overall This document presents Cielo with the NelsonHall NEAT vendor evaluation for Recruitment Process Outsourcing (Overall market

More information

Right-Sizing Electronic Discovery: The Case For Managed Services. A White Paper

Right-Sizing Electronic Discovery: The Case For Managed Services. A White Paper Right-Sizing Electronic Discovery: The Case For Managed Services A White Paper 1 2 Table of Contents Introduction....4 An Overview of the Options...4 Insourcing: Bringing E-Discovery Processes In-House....4

More information

WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS

WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS Enporion, Inc. March, 2009 www.enporion.com SUPPLY CHAIN ORGANIZATION MODELS THAT DRIVE SUCCESS To ensure success in your supply chain

More information

Partnering for Project Success: Project Manager and Business Analyst Collaboration

Partnering for Project Success: Project Manager and Business Analyst Collaboration Partnering for Project Success: Project Manager and Business Analyst Collaboration By Barbara Carkenord, CBAP, Chris Cartwright, PMP, Robin Grace, CBAP, Larry Goldsmith, PMP, Elizabeth Larson, PMP, CBAP,

More information

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com E X C E R P T I D C M a r k e t S c a p e : U. S. B u s i n e s s C o n s u l t i n g S e r v i c

More information

Strategic Sourcing Magic Quadrant Criteria: An Explanation

Strategic Sourcing Magic Quadrant Criteria: An Explanation Markets, D. Hope-Ross, J. Woods Research Note 14 March 2003 Strategic Sourcing Magic Quadrant Criteria: An Explanation A new Gartner Magic Quadrant for strategic sourcing applications is being introduced.

More information

IT Financial Management and Cost Recovery

IT Financial Management and Cost Recovery WHITE PAPER November 2010 IT Financial Management and Cost Recovery Patricia Genetin Sr. Principal Consultant/CA Technical Sales David Messineo Sr. Services Architect/CA Services Table of Contents Executive

More information

Becoming a Trusted HR Advisor

Becoming a Trusted HR Advisor Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting

More information

The State of Data Security Intelligence. Sponsored by Informatica. Independently conducted by Ponemon Institute LLC Publication Date: April 2015

The State of Data Security Intelligence. Sponsored by Informatica. Independently conducted by Ponemon Institute LLC Publication Date: April 2015 The State of Data Security Intelligence Sponsored by Informatica Independently conducted by Ponemon Institute LLC Publication Date: April 2015 Ponemon Institute Research Report The State of Data Security

More information

Information Technology Services Project Management Office Operations Guide

Information Technology Services Project Management Office Operations Guide Information Technology Services Project Management Office Operations Guide Revised 3/31/2015 Table of Contents ABOUT US... 4 WORKFLOW... 5 PROJECT LIFECYCLE... 6 PROJECT INITIATION... 6 PROJECT PLANNING...

More information

White Paper. Business Analysis meets Business Information Management

White Paper. Business Analysis meets Business Information Management White Paper BABOK v2 & BiSL Business Analysis meets Business Information Management Business Analysis (BA) and Business Information Management (BIM) are two highly-interconnected fields that contribute

More information

Integrating Contingent Labour into Strategic Workforce Planning

Integrating Contingent Labour into Strategic Workforce Planning Wednesday, 16 May 09:45 Nine Kings D Concurrent Session: Advanced Practitioner Track Integrating Contingent Labour into Strategic Workforce Planning Moderator: Barry Asin, President, Staffing Industry

More information

Anatomy of an Enterprise Software Delivery Project

Anatomy of an Enterprise Software Delivery Project Chapter 2 Anatomy of an Enterprise Software Delivery Project Chapter Summary I present an example of a typical enterprise software delivery project. I examine its key characteristics and analyze specific

More information

Outperform Financial Objectives and Enable Regulatory Compliance

Outperform Financial Objectives and Enable Regulatory Compliance SAP Brief Analytics s from SAP SAP s for Enterprise Performance Management Objectives Outperform Financial Objectives and Enable Regulatory Compliance Drive better decisions and streamline the close-to-disclose

More information

Website (Digital) & Mobile Optimisation. 10 April 2014. G-Cloud. service definitions

Website (Digital) & Mobile Optimisation. 10 April 2014. G-Cloud. service definitions Website (Digital) & Mobile Optimisation 10 April 2014 G-Cloud service definitions TABLE OF CONTENTS Service Overview... 3 Business Need... 3 Our Approach... 4 Service Management... 5 Pricing... 5 Ordering

More information

Integrated Sales and Operations Business Planning for Chemicals

Integrated Sales and Operations Business Planning for Chemicals Solution in Detail Chemicals Executive Summary Contact Us Integrated Sales and Operations Business Planning for Chemicals Navigating Business Volatility Navigating Volatility Anticipating Change Optimizing

More information

mysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT

mysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT mysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT mysap ERP: YOUR INDUSTRY. YOUR BUSINESS. YOUR FUTURE. mysap ERP is the world s most complete solution to support the foundation of your business, enabling adaptive

More information

A Business Analysis Perspective on Business Process Management

A Business Analysis Perspective on Business Process Management A Business Analysis Perspective on Business Process Management October 2013 Discussion Points! Why have Roles?! What is Business Analysis?! Who is the Business Analyst?! Business Analysis & Business Process

More information

Building for the future

Building for the future Building for the future Why predictive analytics matter now William Gaker Goals for today Growth and establishment of the people analytics field Best practices for building a people analytics function

More information

2012 Benchmark Study of Product Development and Management Practices

2012 Benchmark Study of Product Development and Management Practices 2012 Benchmark Study of Product Development and Management Practices 2012 Benchmark Study of Product Development and Management Practices Contents 1. Introduction 2 2. Participant Profile 3 3. Methodology

More information

THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS

THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 Chapter 1 - Introduction If you agree people are

More information

Project Management Office Best Practices

Project Management Office Best Practices Project Management Office Best Practices Agenda Maturity Models (Industry & PMO) PMO Areas of Expertise (Scale & Scope) Project Management Office Process Model Project Management Framework PMO Implementation

More information

Management Update: The Eight Building Blocks of CRM

Management Update: The Eight Building Blocks of CRM IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful

More information

Customer Experience Strategy and Implementation

Customer Experience Strategy and Implementation Customer Experience Strategy and Implementation Enterprise Customer Experience Transformation 2014 Andrew Reise, LLC. All Rights Reserved. Enterprise Customer Experience Transformation Executive Summary

More information

Convercent Predictive Analytics

Convercent Predictive Analytics September 2015 Convercent Predictive Analytics Innovation in User Experience for Issue Reporting & Management SOLUTIONPERSPECTIVE Governance, Risk Management & Compliance Insight 2015 GRC 20/20 Research,

More information

Advancing Your Business Analysis Career Intermediate and Senior Role Descriptions

Advancing Your Business Analysis Career Intermediate and Senior Role Descriptions Advancing Your Business Analysis Career Intermediate and Senior Role Descriptions The role names listed in the Career Road Map from International Institute of Business Analysis (IIBA) are not job titles

More information

Managed Service Provider (MSP) Service Provider Landscape with PEAK Matrix Assessment 2015

Managed Service Provider (MSP) Service Provider Landscape with PEAK Matrix Assessment 2015 Managed Service Provider (MSP) Service Provider Landscape with PEAK Matrix Assessment 2015 Managed Service Provider (MSP) Market Report: December 2015 Preview Deck Our research offerings for global services

More information

The Profession of Business Analysis

The Profession of Business Analysis The Profession of Business Analysis Faculty Training Institute Steve Erlank MD Faculty Training Institute President: SA Chapter of the IIBA Agenda Welcome Introduction Focus What, exactly, is a Business

More information

Creating HR Service Delivery Success

Creating HR Service Delivery Success Creating HR Service Delivery Success HRO Today Forum Europe 2012 By Brad McCaw, Senior Consultant, London 2012 Towers Watson. All rights reserved. Setting the context Businesses are going through significant

More information

Part 2: sourcing models

Part 2: sourcing models The Fundamentals of Managed Service Provider (MSP) Programs Part 2 of 3 Part 2: sourcing models By Jennifer Spicher contents This is the second of a three-part series designed to outline key components

More information

White Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS

White Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS Helping Companies Optimize Their HR/ Benefits/Payroll Service Partnerships White Paper The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) Contents Executive Overview 3 About the

More information

Understanding the Financial Value of Data Quality Improvement

Understanding the Financial Value of Data Quality Improvement Understanding the Financial Value of Data Quality Improvement Prepared by: David Loshin Knowledge Integrity, Inc. January, 2011 Sponsored by: 2011 Knowledge Integrity, Inc. 1 Introduction Despite the many

More information

Global Talent Management and Rewards Study

Global Talent Management and Rewards Study Global Talent Management and Rewards Study At a glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organisations around the globe.

More information

The heart of your business*

The heart of your business* Advisory services Technology The heart of your business* Advance your ability to win, keep and deepen relationships with your customers Customer Effectiveness *connectedthinking Are your customers satisfied?

More information

MANAGEMENT SUMMARY INTRODUCTION KEY MESSAGES. Written by: Michael Azoff. Published June 2015, Ovum

MANAGEMENT SUMMARY INTRODUCTION KEY MESSAGES. Written by: Michael Azoff. Published June 2015, Ovum App user analytics and performance monitoring for the business, development, and operations teams CA Mobile App Analytics for endto-end visibility CA Mobile App Analytics WWW.OVUM.COM Written by: Michael

More information

I D C T E C H N O L O G Y S P O T L I G H T. E n a b l i n g Quality I n n o va t i o n w i t h Servi c e

I D C T E C H N O L O G Y S P O T L I G H T. E n a b l i n g Quality I n n o va t i o n w i t h Servi c e I D C T E C H N O L O G Y S P O T L I G H T E n a b l i n g Quality I n n o va t i o n w i t h Servi c e V i r t u a lization a nd Netw or k Virtualization December 2014 Adapted from Worldwide Automated

More information

Project, Program & Portfolio Management Help Leading Firms Deliver Value

Project, Program & Portfolio Management Help Leading Firms Deliver Value in collaboration with Project, Program & Portfolio Help Leading Firms Deliver Value Managing Effectively & Efficiently Through an Enterprise PMO Program & Portfolio : Aligning IT Capabilities with Business

More information

Location: [North America] [United States] [Home Working, United States]

Location: [North America] [United States] [Home Working, United States] Architect II Location: [North America] [United States] [Home Working, United States] Category: Information Technology Job Type: Fixed term, Full-time PURPOSE OF POSITION: The Architect II role is expected

More information

Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams.

Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams. Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams. Agile for Business www.agilefluent.com Summary The

More information

IDC MarketScape: Worldwide Supply Chain Management Business Consulting Services 2014 Vendor Assessment

IDC MarketScape: Worldwide Supply Chain Management Business Consulting Services 2014 Vendor Assessment IDC MARKETSCAPE IDC MarketScape: Worldwide Supply Chain Management Business Consulting Services 2014 Vendor Assessment Cushing Anderson Simon Ellis THIS IDC MARKETSCAPE EXCERPT FEATURES EY IDC MARKETSCAPE

More information

Unlocking Value in Source-to-Pay. Customer Success. Realize Customer Success through Transformation and Cloud Software. Cloud Software.

Unlocking Value in Source-to-Pay. Customer Success. Realize Customer Success through Transformation and Cloud Software. Cloud Software. Implementations Advisory Analytics Customer Success Cloud Software Transformation Unlocking Value in Source-to-Pay Realize Customer Success through Transformation and Cloud Software 2 What s Trending in

More information