Business Analysis Center of Excellence - Modern Analyst

0 © Copyright 2013 Enfocus Solu8ons Inc. All Rights Reserved.

Business Analysis Center of Excellence The Cornerstone of Business Transformation

John E. Parker, CEO Enfocus Solutions Inc.

www.enfocussolutions.com

February 20, 2013


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


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


Problems Business Impact

Business Analysis Is more than just Requirements

Benefits not realized Solutions not aligned with

business need Low Stakeholder Satisfaction

Solutions do not solve the business problem

Lack of maturity in business process

management

Failed or challenged projects Lower productivity – more rework

Developer frustration Higher costs & schedule delays

Unused functionality

Lack of Maturity in Requirements

Development & Management

Business Analysis is Important


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 2004. o  IIBA chapters were not created un8l 2008. 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.


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


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


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


Maximize Value through Business Analysis

Source: Enfocus Solu8ons Inc.


What is Needed to Build Business Analysis Capabili3es?

Strategic Alignment Governance Processes &

Prac3ces

Informa3on Technologies

Skills & Competencies Culture


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.


Business Analysis Capability Maturity Levels

Process unpredictable, poorly controlled and reactive

Business requirements defined and managed

Valuable solutions are delivered and aligned with the business

Enterprise portfolio managed for business value

Focus on innovations used to gain competitive advantage

4.0 Managed

1.0 Initial

2.0 Defined

5.0 Innovating

3.0 Aligned

1

2

3

4

5


Enfocus Business Analysis Maturity Model™

1. Ini8al 2. Defined 3. Aligned 4. Managed 5. Innova8ng

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 are defined and managed in a consistent way.

•  Business requirements •  Stakeholder requirements

•  Func8onal requirements •  Nonfunc8onal requirements

•  Transi8on requirements

More advanced business analysis techniques are used to address business and organiza8onal change. All projects are now aligned with business goals and objec8ves.

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.

Projects Business Alignment Enterprise PorWolio

Business Model Innova3on

Stage:

Focus:

Business requirements defined and managed

Solu8ons aligned with the business

Enterprise poroolio managed for business value

Innova8ons used to gain compe88ve advantage

Survival

•  Elicita8on •  Solu8on scope •  Requirements development

•  Requirements management

•  PM Partnership •  Stakeholder engagement & communica8ons

•  Business analysis planning and management

•  Solu8on analysis •  Business case development •  Business rules •  Business process improvement

•  Organiza8onal change •  IT service strategy and design

•  Project poroolio management

•  Process poroolio management

•  Service poroolio management

•  Business Model /Capabili8es Analysis

•  Compe88ve market analysis

•  Enterprise poroolio management

•  Innova8on management

Capabili3es:

Descrip3on:

Goal:

Community of Prac8ce Enterprise Poroolio Management Office

EPMO manages enterprise innova8on

Awareness of the importance of business analysis

Center of Excellence


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

2.

5.

3.

4.


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.


Comparing BA Organiza3onal Structures

Scacered Silos

Formal Hierarchy

Disconnected from others in domain

Goal is business unit outcomes

People are hired into posi8on

Center of Excellence

Structured Department

Tightly connected to others in domain

Goal is building organiza8onal capabili8es

People hired to fill a role or provide exper8se

Community of Prac8ce

Informal Peer Groups

Loosely connected to others in domain

Goal is knowledge acquisi8on & sharing

Voluntary enrollment


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.


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. 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.

Source: Communi3es of Prac3ce: A Brief Introduc3on EJenne Wenger: (www.ewenger.com)


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.


BA Centers of Excellence 3 Stages of Development

Stage 1 Project-‐Centric

Stage 2 Enterprise Focused

Stage 3 Business Strategy

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.

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.

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


Resources for Communi3es of Prac3ce


RequirementCoach™ Community of Prac3ce


RequirementCoach™ Analyst Community

Knowledge Portal Discussion Forums eLearning Delivery

Mobile apps


RequirementCoach™ Analyst Community Knowledge Content

Analyst Briefs Methodology BA Techniques Prac8ce Aids

Prac8ce Guide Visualiza8on Methods Reference Guides Third Party Materials


Forums An Excellent Method to Capture and Share Knowledge


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


Business Analysis Maturity Progression

Initial Defined Aligned Managed Innovating

Current

6 mths

12 mths

24 mths

48 mths

CURRENT

FUTURE

Strategic Alignment

Governance

Process & Practices

Information Technology

Skills & Competencies

Culture

Linkage between corporate priorities

and BA capabilities

Transparent accountability,

decision making, rewards

Standardized approach,

techniques & methods

Knowledge management, collaboration, and

automated business analysis support

Skills, competencies, and domain knowledge

Beliefs and values leading to attitudes committing to value of business analysis

No linkage

Uncoordinated

Various methods

Limited (e.g., Word) Individual effort

Reviews

Corporate

agenda

Invo

lvem

ent

Wid

ely

acce

pte

d

Rou

tin

e

Full control End-to-end

oversight

Process

initiated

Limited commitment


Strategic Alignment Business Analysis Maturity Progression

Defined BA Role Project Management Alignment

SDLC Alignment

Business Alignment

Role and responsibiliJes of the BA must defined and clearly understood by all.

BA processes and pracJces, including reporJng

relaJonships must align and support project management

processes.

BA processes and prac8ces must align and support systems development

processes.

Business analysis services must support the needs of

the business.

Best pracJce examples of BA arJfacts such as

requirements, problem statements, visions, etc.



Strategic Capabili8es

Core capabiliJes should be idenJfied, a gap analysis conducted, and a program developed to build BA

capabiliJes.


Governance Business Analysis Maturity Progression

Execu8ve Support

Measurement Funding

COE Charter

Strong ongoing ExecuJve support is required.

EffecJve KPIs should be in place to measure COE

performance.

COEs require funding to pay for staff development,

technology, and support.

Clear objecJve and responsibiliJes should be defined including defined reporJng relaJonships.






Processes and Prac3ces Business Analysis Maturity Progression

Business Analysis Framework

Business Analysis Prac8ce Guidelines

Business Analysis Techniques

Business Analysis Visualiza8on Methods

Example Ar8facts

Methodology that describes the tasks for performing

business analysis acJviJes.

Guidelines for performing business analysis acJviJes defined in the framework.

Alter the way business analysis tasks are performed or describe a specific format for the output of a task.

Describe how to improve the communicaJon of business analysis arJfacts through graphic visualizaJons.






Informa3on Technology Business Analysis Maturity Progression

Knowledge Management

Business Analysis SoIware

Collabora3on

Share knowledge on business processes, pracJces and domain

knowledge.

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.


Skills and Competencies Business Analysis Maturity Progression

Competency Model

Learning & Professional Development

Reference Library

A defined competency model is needed to guide individual BA

development.

The COE should offer ongoing educaJon to

build BA skills.

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


Culture Building Effec8ve BA Capabili8es Requires Significant Changes to Culture

Execu3ves Technical Stakeholders

Business Stakeholders

ExecuJves should see BA as strategic to the organizaJon and

essenJal for project success

Technical Stakeholders should clear value from be[er requirements and see less rework and

frustraJon.

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

Project Managers

Project managers should see the BA as essenJal partners for delivering successful projects.

Business Analysts

BAs must view themselves as more than just requirement

writers.


Requirements Excellence Framework™


Next Steps:

•  Visit www.enfocussolu8ons.com 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 [email protected]


Q & A

Business Analysis Center of Excellence - Modern Analyst

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