Business Analysis events

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Business Analysis events 25th May 19th June
2006
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Paul Turner
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Competencies the Demand side Employers and Jobs
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Qualifications the Supply side Employees and
Training Providers
Competencies the Demand side Employers and Jobs
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Qualifications the Supply side Employees and
Training Providers
Competencies the Demand side Employers and Jobs
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Qualifications the Supply side Employees and
Training Providers
Competencies the Demand side Employers and Jobs
Standard definitions and
approaches Employers, Jobs, Employees and
Training Providers
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Debbie Paul Assist Knowledge Development www.assis
tkd.com Joint editor of Business Analysis
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Our aim
To support professionalism in Business Analysis
by providing

• Best practice techniques
• Pragmatic advice
• Additional references

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The development of Business Analysis
Business Improvement
Process Improvement
Scope
IT Improvement
Maturity
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Range of competencies
Competencies of a Business Analyst
Behavioural skills and Personal qualities
Business knowledge
Techniques
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Key techniques
IT Improvement
Process Improvement
Business Improvement
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Enabling business change
COMPETENCIES
IT Improvement
Process Improvement
Business Improvement
Business Case
Implementing Change
Managing the Information Resource
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Business Analysis - a key discipline

• Defined standards
• Greater scope and authority
• Increasing professionalism

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Debbie Paul Assist Knowledge Development Joint
editor of Business Analysis
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Competencies the Demand side Employers and Jobs
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SFIAplus V3.0 - snapshot
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Business Analyst Role
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Qualifications the Supply side Employees and
Training Providers
Competencies the Demand side Employers and Jobs
Standard definitions and
approaches Employers, Jobs, Employees and
Training Providers
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Re-inventing Business AnalysisNew skills?

• Craig Rollason

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Industry Context

• The IT profession needs to move from its
  traditional role of technical solution supplier
  to become a proactive business transformation
  partner.
• Colin Thompson, BCS deputy chief executive and
  programme director for the BCS professionalism in
  IT programme.April 2006

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Re-cap of BA Role Definition

• An internal consultancy role that has the
  responsibility for investigating business
  systems, identifying options for improving
  business systems and bridging the needs of the
  business with the use of IT.
• From Business Analysis (2006), published by BCS.

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Project Design

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

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Change Management
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Understanding Business Change
1. Culture
2. Desire
3. Capability
4. Process
5. Tools
Five Change Levels
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Emotional Intelligence (EI)

• EI Set of skills, including self-motivation,
  empathy and social competence in interpersonal
  relationships e.g.
• Self Awareness
• Political Awareness
• Influence
• As opposed to Mental Intelligence
• Capacity to reason, plan, solve problems, think
  abstractly, comprehend ideas and language, and
  learn. Measured by Intelligence Quotient (IQ)

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EI IQ working together
Inspired. people are Joined up
Formula for transformation
High
Hearts Minds
Hearts
Emotional Intelligence
Minds
Logically right. Good strategy Traditional
position for IT projects
Mental Intelligence
Low
High
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Challenges BAs will face

• Role clarity What sort of BA?

• Re-assess education skills

• Salary aligned to responsibilities

• Overcoming IT stereotypes

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Summary

• BA skills need to develop as a result of
• Outsourcing
• Desire for ever greater IT/Business Alignment
• BA needs to develop core skills
• Emotional Intelligence
• Project Design
• Change Management

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Thank YouRe-inventing Business Analysis

• Craig Rollason
• craig.rollason_at_btinternet.com

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Agile Business Analysis

• Dot Tudor
• TCC
• Training and Consultancy
• ISEB Business Analysis, PRINCE2, DSDM,

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What is Agile?

• In the late 1990's several methodologies
  emphasized
• close collaboration between developers and
  business experts
• face-to-face communication (as more efficient
  than written documentation)
• frequent delivery of new deployable business
  value
• tight, self-organizing teams
• ways to work such that the inevitable
  requirements churn was not a crisis.
• Early 2001 saw a workshop in Snowbird, Utah,
  USA, where various originators and practitioners
  of these methodologies met to figure out just
  what it was they had in common. They picked the
  word "agile" for an umbrella term and crafted the
  Manifesto for Agile Software Development, whose
  most important part was a statement of shared
  values

close collaboration
face-to-face communication
frequent delivery
self-organizing teams
requirements churn not a crisis
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What do we mean by Agile ?
Manifesto for Agile Software Development Individ
uals and interactions over processes and tools
Working software over comprehensive
documentation Customer collaboration over
contract negotiation Responding to change over
following a plan That is, while there is value
in the items on the right, we value the items on
the left more.
www.agilemanifesto.org
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What is Agile?

• While interest in agile methodologies has
  blossomed in the past few years, its roots go
  back more than a decade.
• Teams using early versions of Scrum, Dynamic
  Systems Development Method (DSDM), and adaptive
  software development (ASD) were delivering
  successful projects in the early- to mid-1990s
• Jim Highsmith Director, Cutter Consortium

DSDM recognises the role of the Business Analyst
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Lets try it the old way !

• Task
• To specify the requirements for a house youd
• like to have someone build for you (about 20
  requirements)

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Detailed Requirements

• Foundations
• Walls
• -----------
• -----------
• Bathroom
• Kitchen
• ------------
• ------------
• ------------
• ------------

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Agile Approach Not the detailed Functional Spec
Prioritised, High-level Requirements R1
M R2 M R3 S R4. S R5 M R6
M R7 S R8 S R9 S .
.. R76 C R77 C .. R80 S
De Funct. Spec
requirements churn not a crisis
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Prioritisation
W
Must have O Should have Could have O Wont have
this time
C
S
M
requirements churn not a crisis
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Group Exercise

• Your task
• Prioritise the top 20 High-Level requirements
  for the house youd like to have built, to show
  at least the Must Have requirements

Note To PRIORITISE effectively you need a
clearly-stated objective!
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Agile, DSDM Teams
close collaboration

• self-directed
• small (no more than six)
• composed of users and developers
• with equal responsibility
• Business and IT in PARTNERSHIP

self-organizing teams
face-to-face communication
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Facilitated Workshops
A team-based information gathering and decision
making technique
close collaboration
face-to-face communication

• interactive communication
• empowered personnel
• independent facilitator

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A Cunning, Timeboxed Plan!
Delivery Deadline
Internal Services
Living Rooms and Bedrooms
Bathroom Kitchen
Foundations and Shell
Timebox
Timebox
Timebox
Timebox
requirements churn not a crisis
frequent delivery
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Iterative and incremental
Jan
Feb
Mar
Apr
May
Small but complete deliveries
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Modelling Perspectives
WHY
Rationale, ends and means
WHERE
Locations and Network Links
WHO
People and Tasks
WHAT
HOW
Data and Relationships
Processes and Inputs/Outputs
WHEN
Events, time and scheduling
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Why DSDM?

• An agile business analysts charter
• Recognises the importance of analysis and
  modelling, where other agile approaches do not
  specify this.

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DSDM Overview
DSDM
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Summary What is Agile Business Analysis?

• close collaboration between the development and
  business experts
• face-to-face communication (as more efficient
  than written documentation)
• frequent delivery of new deployable business
  value
• tight, self-organizing teams
• ways to work such that the inevitable
  requirements churn is not a crisis.
• AND
• High level Requirements
• MoSCoW
• Timeboxing
• Facilitated Workshops
• Modelling
• and the BA makes sure it happens!!

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Summary What is Agile Business Analysis?

• close collaboration between the development and
  business experts
• face-to-face communication (as more efficient
  than written documentation)
• frequent delivery of new deployable business
  value
• tight, self-organizing teams
• ways to work such that the inevitable
  requirements churn is not a crisis.
• AND
• High level Requirements
• MoSCoW
• Timeboxing
• Facilitated Workshops
• Modelling
• and the BA makes sure it happens!!

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Agile Business Analysis

• Dot Tudor
• TCC
• Training and Consultancy
• ISEB Business Analysis, PRINCE2, DSDM,

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Qualifications the Supply side Employees and
Training Providers
Competencies the Demand side Employers and Jobs
Standard definitions and
approaches Employers, Jobs, Employees and
Training Providers
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(No Transcript)
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ISEB Qualifications in the area of Business
Analysis and Business Change

• Foundation Level
• Foundation Certificate in IT-enabled Business
  Change NEW
• Individual Practitioner Level Certificates
• Business Analysis Essentials
• Requirements Engineering
• Organisational Context (formerly Business
  Organisation)
• Modelling Business Processes
• Systems Development Essentials
• Systems Modelling Techniques
• Benefits Management and Business Acceptance
  Under
• 
  development
• Higher Level
• The Diploma in Business Analysis

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And now .

• ISEB Professional in Business Analysis
• Currently being piloted with 3 employers
• Part of the ongoing definition of a series of
  Professional roles
• Involves
• Qualifications in own specialist discipline
• Qualifications in other supporting disciplines
• Experience in own discipline
• Leadership, coaching and mentoring
• Ethics
• Interpersonal skills