all about business analyst becoming a successful ba

Becoming a Successful Business Analyst

Co-sponsored by

IT Skills Development Work Group

and

Project Management Work Group

December 15, 2009

Welcome

Goal of IT Skills Development Workgroup (ITSD)

To provide NYS IT Professionals with resources and information • that allows them to build their capabilities

• so that they may take on more advanced roles and tasks in their workplace

Through• Seminars and Forums

• Facilitation and Encouragement of Communities of Practice

• Other Offerings

Today’s Session on Business Analysis:

• What is a Business Analyst?

• What Role do they Play?

• How does Business Analysis and Project Management Interact?

Agenda

Welcome And Introductions

- James Nicol, Co-chair IT Skills Development Work Group

What Makes A Successful Analyst?

- Caryn Quinn, Technodyne

The Role Of The Business Analyst

- Paul Franz And Angie Musa, NYSTEC

Break

Business Analyst And Project Management Roles: How They Interact And Interrelate,

- Kathleen Barret, IIBA President

Panel Discussion

Final Thoughts – James Nicol

Adjourn

What makes a successful Analyst.

Caryn Quinn – TechnoDyne

Business Analysts

Business Analysts

What makes a successful Business Analyst?

NYS Forum IT Skills Development and Project Management Workgroups

15th December 2009

Business Analysts

• Introduction

• What is a Business Analyst (BA) ?

• Why are BAs needed ?

• What do BAs do ?

• How does one become a successful Business Analyst ?

• Tools

• Leverage of the BABOK

• Tailoring the tools for success

• Use Case / Model

AGENDA

Business Analysts

Caryn Quinn

Director Technology, Technodyne

• 20 years experience aligning technology to deliver business value

• Previously Sr. Manager, IBM; VP Technology, Sony; VP Strategic Outsourcing, Velocity

• Primary focus on:

- Helping clients clarify business needs

- Identifying creative solutions to address business needs

- Developing Solution Blueprints

- Managing Organizational and Process change

- Monitoring and measuring project success

INTRODUCTION

Business Analysts

• The BA role is multi-functional and highly varied

• The shape of the BA role depends upon project objectives, clientpreferences and team’s capabilities

• Two commonly encountered models:

WHAT IS A BUSINESS ANALYST

PlanMonitor

& Control

Implement

CloseRelease

Test

Build

Design

Requirements

Product Scope

PMI Project PMI Project

Management ProcessManagement Process Waterfall DevelopmentWaterfall Development

Initiate SCRUM

PRINCE2

SIX Sigma

Agile

RAD

Rational

Etc.Etc.

Poor strategic alignment

Long time to

deliveryPoor risk

management

Poorplanning

Lack of sponsor

involvement

Ineffective communication

Lack of handover(people change management)

Team skills(esp. interpersonal skills)

Business Analysts help manage many of these project areas, most notably Requirements Analysis and Management

Lack of formal PM processes

Poorly defined objectives/scope

WHY ARE BAs NEEDED

Regardless of SDLC model, poor requirements management is consistently in the top 3 reasons for Project Failure

Poor or wrong

requirements*

Business Analysts

• Plan

• Analyze

• Document

• Verify / Test

• Develop Stakeholder relationships

• Work with Stakeholders to elicit and define requirements

• Manage Requirements

• Assess & Validate Solutions

Business Analysts

WHAT DO BAs DO

• Involved in every stage of a successful project’s life cycle

• Communicate

• Communicate

• Communicate

• Communicate

Business Analysts

HOW DOES ONE BECOME A SUCCESSFUL BUSINESS ANALYST

EDUCATION

SKILLS

METHDOLOGY

TOOLS

Business skills / knowledge

Domain (functional) skills

Management & Leadership skills

Technology skills

A successful Business Analyst builds a toolbox of capabilities

On-the-job training

Certificate programs

College courses

Agile: XP, SCRUM

Iterative: RUP, Dynamic System Dev Model

Waterfall:original SDLC

Business Process Analysis

(Code) Profiler

GUI designer

Simulator/Testing

Debugger

Prototyper

The Business Analysis Body of Knowledge or BABOK …

… captures the sum of knowledge within the profession of Business Analysis

… reflects currently accepted practices… provides a framework with associated activities, tasks and skills

But is NOT a “how to do” business analysis instruction manual NOR a methodology

TOOLS – LEVERAGE OF THE BABOK

Business Analysts

• Assessing Project Objectives

Business Environment

Client Preferences

Team Capabilities

Cultural Nuances

Historical Experience (success, failures)

• Customizing available tools to meet the needs of the particular project

• Maintaining flexibility

Business Analysts

TOOLS – TAILORING FOR SUCCESS

Use the tools to accelerate the process, improve efficiency, and quality

Business Analysts

VALUE:

• Greater automation and improved efficiencies

• Enhanced compliance

• Reduced error rate and cost

• Simplified ability to identify and react to (+ / -) patterns

• Improved client / user satisfaction

SCENARIO / USE CASE – OVERVIEW

STATED OBJECTIVE:

Client wishes to replace 30 year old system due to inadequacies

BUSINESS NEED:

An intuitive, easy-to-use application with business

rules-driven functionality supported by workflow

and business analytics

Business Analysts

SCENARIO / USE CASE – SOLUTION BLUEPRINT

Workstream 1 Workstream 1Workstream 1

2005 Year X Year X+1

Enterprise

IP Blueprint

Workstream 1 & 2

Deployment

Workstream 1 & 2

Deployment

Workstream 2 Workstream

2

Detailed

DesignDevelopment Deployment

Project

Ramp-Up

Ramp-

Up

Ramp-

Up

Information Management

Business Process Management

Enterprise Application Integration

Portal / Web Channel

Customers

Technology Infrastructure & Support Applications

Producers/Partners Employees

Business Components

Sales Force Automation

Customer Information

Contact Center

Customer Analytics

Campaign Management

Compliance

Financials Human Resources

Business Components

Document/FormsManagement

InvestmentManagement

Product Configuration

Policy Administration Billing

Automated Underwriting

Rating

Claims Administration

Agent/BrokerAdministration

Reinsurance

Disbursements/Payouts

Needs Analysis/Illustration

Wealth Management Core Banking

IT Contact Center





Customers



Business Components



Contact Center

Customer Analytics

Campaign Management

Compliance


Business Components






Rating



Reinsurance








Customers



Business Components



Contact Center

Customer Analytics

Campaign Management

Compliance


Business Components






Rating



Reinsurance




Business Components



Contact Center

Customer Analytics

Campaign Management

Compliance


Business Components






Rating



Reinsurance




IT Contact Center

Functional FrameworkApproved Project Request

Technical Architecture

Implementation Cost ModelCBS-Paramount TV Cost Summary

Capitalizable

External Costs

Estimated Hardware Costs $770,759.20

Estimated Software Licensing Costs $7,071,250.00

Estimated Training Costs $386,250.00

Estimated Staffing Costs

Sophoi $6,198,931.20

System Integrator $7,190,656.00

Technical Developers $1,989,600.00

Estimated Total Staff Costs $15,379,187.20

Estimated Travel Costs (@ 15% of SI and Technical Developer staff costs)$1,377,038.40

Estimated Sum Total One-time Costs: $24,984,484.80

Tape

TCPIP TCPIP

StorageStorage

Firewall

iPLS Production

Database Server

Integration HubApplication

Server

LDAP Adapter

Load Balancer

AnalyticsOther

Enterprise

Applications

iPLS Disaster Recovery

Database Server


Server

LDAP Adapter

Load Balancer

IP UserIP UserSystem boundary

Analytics

Group

Paramount TV Rights-Out Deployment

Conversions

All Paramount BUs Phase 1 Rights Windows PRAS - Rights In In Scope Medium 280

All Paramount BUs Phase 1 Complete Deal and License information SMACS In Scope Very High 480

All Paramount BUs Phase 1 Complete Deal and License information

PDS (DSTAR, PDSDEAL,

DMS) In Scope Very High 480

All Paramount BUs Phase 1 Complete Deal and License information (Manual) BATS In Scope Very Low 80

All Paramount BUs Phase 1 Complete Deal and License information (Manual) DCNTP In Scope Very Low 80

All Paramount BUs Phase 1 Complete Deal and License information (Manual) DORADO In Scope Very Low 80

All Paramount BUs Phase 1 Dom. Pay Deal Information to TVR INTO TVR In Scope Medium 280

All Paramount BUs Phase 1 Intl. Pay Deal Information to TVR INTO TVR In Scope Medium 280

All Paramount BUs Phase 1 Dom. Pay/SMACS Billing History to TVR INTO TVR In Scope High 360

All Paramount BUs Phase 1 Dom. Pay/SMACS Revenue/Cash History to TVR INTO TVR In Scope High 360

SUB-TOTAL FOR RIGHTS-OUT DEPLOYMENT

CONVERSIONS 5600

Original 3360

Paramount TV Rights-Out Accounting

Deployment Conversions

Domestic Cable, Intl

Free/Basic Phase 2 TFS Change History to iPLS Analytics TFS In Scope High 360

SUB-TOTAL FOR RIGHTS-OUT ACCOUNTING

DEPLOYMENT CONVERSIONS 360

SUB-TOTAL FOR ALL PARAMOUNT TV

CONVERSIONS 5960

Scope Complexity Total HoursConversion DescriptionPhase Source System

RICE Analysis

Project Timeline

Sales

Traffic

Manage financials

Manage portfolio of business

Manage submission

Process quote Manage policy

• Look-up and log insured info

• Log submission

• Rate submission

• Provide quote

• Maintain quote

• Print and provide quote doc

• Provide binder

• Provide invoice

• Print and assemble policy (w/ endorsements)

• Provide policy

• Track expirations

• Generate

renewals

• Track invoices / open receivables

• Pursue overdues

• Report on financial health

• Track business lost

• Analyze hit-ratios

• Adjust sales and marketing

strategy

UnderwritingProcess Flow

1. Ability to support an underwriter referral process model (work-flow capability).

1. Ability to call the underwriting engine in either an On-Line or Batch mode.

1. Transaction Type.

1. Pricing Program/Tier.

1. Producer/sub producer.

1. State and or other Geography.

1. Risk attributes.

1. Product.

1. Line of Business.

1. Ability to support unique underwriting rule sets/underwriting questions by:

1. Rewrite.

1. Reinstatement with lapse.

1. Reinstatement with no lapse.

1. Cancellations.

1. Renewals.

1. Policy Changes.

1. Quote/New Business.

1. Ability to support the following transaction types:

1.General Requirements:

CommentsSupport

1/2/3/4*

Priority

M/D/N

Requirement/Feature







1. Risk attributes.

1. Product.



1. Rewrite.



1. Cancellations.

1. Renewals.

1. Policy Changes.




CommentsSupport

1/2/3/4*

Priority

M/D/N

Requirement/Feature

Version: 1.0Underwriting Functional Requirements Title:

Page: 1 of 3DATE: 11/29/06Organization:

Functional Area: Automated Underwriting




Requirements Definition

The Solution Blueprint :an integrated set of elements that define the project

Project Team

Governance/Change Mgmt Analyst

Testing CoordinatorTraining Coordinator

Governance Team

Governance/Change Mgmt Analyst

Testing CoordinatorTraining Coordinator

Governance Team

Client Project ManagementSystem Integrator Project Management

Project Management


Project Management

Client Executive SponsorSystem Integrator Executive Management

Steering Committee


Steering Committee

Subject Matter Experts

Advisory Board


Advisory Board

Workstream 2

Business AnalystTechnical AnalystDeveloperData Base ArchitectInterface / Conversion Lead

Workstream 2


Workstream 1


Workstream 1


illustrative

Business Analysts

SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE





Customers



Business Components



Contact Center

Customer Analytics

Campaign Management

Compliance


Business Components






Rating



Reinsurance



Wealth Management

Core Banking

IT Contact Center





Customers



Business Components



Contact Center

Customer Analytics

Campaign Management

Compliance


Business Components






Rating



Reinsurance



Wealth Management

Core Banking





Customers



Business Components



Contact Center

Customer Analytics

Campaign Management

Compliance


Business Components






Rating



Reinsurance



Wealth Management

Core Banking

Business Components



Contact Center

Customer Analytics

Campaign Management

Compliance


Business Components






Rating



Reinsurance



Wealth Management

Core Banking

IT Contact Center

This model is used to clarify, communicate, and confirm the solution with the

client / business users.

The model serves as the basis for Technical Architecture and Process Flows.

OWNERSHIP: Business Analyst

The Functional Framework is

a tool that defines the major

components of functionality

of the desired solution and their relationship to each

other.

illustrative

Tape

TCPIP TCPIP

StorageStorage

Firewall

iPLS Production

Database Server


Server

LDAP Adapter

Load Balancer

AnalyticsOther

Enterprise

Applications

iPLS Disaster Recovery

Database Server


Server

LDAP Adapter

Load Balancer

IP UserIP UserSystem boundary

Analytics

Business Analysts


The Technical Architecture along with the Process Flows serves as the basis for

the Requirements Document.


illustrativeThe Technical Architecture

brings the Functional

Framework from a

logical, business perspective to a physical,

technical perspective.

Business Analysts


Process Flows leverage the Functional Framework which shows the whatneeds to be done to articulate how the business does it.

The Process Flows along with the Technical Architecture serves as the basis

for the Requirements Document.


Sales

Traffic

Manage financials

Manage portfolio of business

Manage submission

Process quote Manage policy

• Look-up and log

insured info

• Log submission

• Rate submission

• Provide quote

• Maintain quote

• Print and provide

quote doc

• Provide binder

• Provide invoice

• Print and

assemble policy

(w/ endorsements)

• Provide policy

• Track expirations

• Generate

renewals

• Track invoices / open receivables

• Pursue overdues

• Report on

financial health

• Track business lost

• Analyze hit-ratios

• Adjust sales and

marketing strategy

UnderwritingillustrativePro

cess

Activitie s

Business Analysts


Requirements Definition and RICE (Reports, Interfaces, Conversions,

Extensions) define the high-level details of what needs to be created.

These documents, together, will help articulate resource needs and the timeline

for development of the solution.

OWNERSHIP: Business Analyst, (Programmer)

illustrative

Group

Paramount TV Rights-Out Deployment

Conversions

All Paramount BUs Phase 1 Rights Windows PRAS - Rights In In Scope Medium 280

All Paramount BUs Phase 1 Complete Deal and License information SMACS In Scope Very High 480

All Paramount BUs Phase 1 Complete Deal and License information

PDS (DSTAR, PDSDEAL,

DMS) In Scope Very High 480

All Paramount BUs Phase 1 Complete Deal and License information (Manual) BATS In Scope Very Low 80

All Paramount BUs Phase 1 Complete Deal and License information (Manual) DCNTP In Scope Very Low 80

All Paramount BUs Phase 1 Complete Deal and License information (Manual) DORADO In Scope Very Low 80

All Paramount BUs Phase 1 Dom. Pay Deal Information to TVR INTO TVR In Scope Medium 280

All Paramount BUs Phase 1 Intl. Pay Deal Information to TVR INTO TVR In Scope Medium 280

All Paramount BUs Phase 1 Dom. Pay/SMACS Billing History to TVR INTO TVR In Scope High 360

All Paramount BUs Phase 1 Dom. Pay/SMACS Revenue/Cash History to TVR INTO TVR In Scope High 360

SUB-TOTAL FOR RIGHTS-OUT DEPLOYMENT

CONVERSIONS 5600

Original 3360

Paramount TV Rights-Out Accounting

Deployment Conversions

Domestic Cable, Intl

Free/Basic Phase 2 TFS Change History to iPLS Analytics TFS In Scope High 360

SUB-TOTAL FOR RIGHTS-OUT ACCOUNTING

DEPLOYMENT CONVERSIONS 360

SUB-TOTAL FOR ALL PARAMOUNT TV

CONVERSIONS 5960

Scope Complexity Total HoursConversion DescriptionPhase Source System







1. Risk attributes.

1. Product.



1. Rewrite.



1. Cancellations.

1. Renewals.

1. Policy Changes.




CommentsSupport

1/2/3/4*

Priority

M/D/N

Requirement/Feature







1. Risk attributes.

1. Product.



1. Rewrite.



1. Cancellations.

1. Renewals.

1. Policy Changes.




CommentsSupport

1/2/3/4*

Priority

M/D/N

Requirement/Feature







illustrative

RICE AnalysisRequirements Definition

Business Analysts


The culmination of this effort is the development of a Project Timeline and

Project Implementation Cost Model.

Together, these identify the Level of Effort (LoE) and Cost to create and deploy the solution to the user base.

OWNERSHIP: Business Analyst, Project Manager

Workstream 1 Workstream 1Workstream 1

2005 Year X Year X+1

Enterprise

IP Blueprint

Workstream 1 & 2

Deployment

Workstream 1 & 2

Deployment

Workstream 2 Workstream

2

Detailed

DesignDevelopment Deployment

Project

Ramp-Up

Ramp-Up

Ramp-Up

Implementation Cost ModelCBS-Paramount TV Cost Summary

Capitalizable

External Costs

Estimated Hardware Costs $770,759.20

Estimated Software Licensing Costs $7,071,250.00

Estimated Training Costs $386,250.00

Estimated Staffing Costs

Sophoi $6,198,931.20

System Integrator $7,190,656.00

Technical Developers $1,989,600.00

Estimated Total Staff Costs $15,379,187.20

Estimated Travel Costs (@ 15% of SI and Technical Developer staff costs)$1,377,038.40

Estimated Sum Total One-time Costs: $24,984,484.80

Project Timeline

illustrative

illustrative

Business Analysts

The Business Analyst’s role is a multi-functional, highly varied role

Various formal and informal learning opportunities exist to develop the skills required for this role

The model of this role on any project will depend on the project objectives, client preference, and team’s capabilities

A set of industry tools exist to assist the Business Analyst; these are commonly known as BABOK – Business Analyst Body of Knowledge

CONCLUSION

Business Analysts

Caryn Quinn

Director Technology, Technodyne

[email protected]

917.699.8036

Business Analysts

Appendix

Business Analysts

WHAT IS A REQUIREMENT

A requirement is a description of a stakeholder need

Specifically, requirements are:

(1) A condition or capability needed by a stakeholder to solve a

problem or achieve an objective

(2) A condition or capability that must be met or possessed by a

solution or solution component to satisfy a contract, standard, specification, or other formally imposed documents\

(3) A documented representation of a condition or capability as in (1) or (2)

Business Analysts


The IT Project Request Form is a tool that

facilitates alignment at project onset

This form defines:

• Project objectives

• Anticipated business benefits

• Probable risks and mitigation steps

• Timeline

• Roles and Responsibilities

• Costs

It is supported by the Project Organization Chart

OWNERSHIP: Project Manager

Governance/Change Mgmt

AnalystTesting CoordinatorTraining Coordinator

Governance Team

Governance/Change Mgmt

AnalystTesting CoordinatorTraining Coordinator

Governance Team


Project Management


Project Management


Steering Committee


Steering Committee


Advisory Board


Advisory Board

Workstream 2


Workstream 2


Workstream 1

Business AnalystTechnical AnalystDeveloperData Base Architect

Interface / Conversion Lead

Workstream 1

Business AnalystTechnical AnalystDeveloperData Base Architect

Interface / Conversion Lead

illustrative

The role of the Business Analyst.

Paul Franz and Angie Musa

NYSTEC

Role of the Business Analyst

Presented by:

Angie Musa, CBAP® and Paul Franz, CBAP®

December 15, 2009

Presentation Outline

– What is Business Analysis?

– Who is the Business Analyst?

– What skills and knowledge does a BA need?

– Tools and Techniques

– BABOK ® KAs and the PM Lifecycle

– Summary

What is Business Analysis?

Who is the Business Analyst?

– any person who performs business analysis

activities – regardless of their job title or

organizational role

Role of a BA

The Bridge Between

Stakeholders

• Liaison

• Enabler

• Change Agent

Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com

Job Duties

NYS Civil Service Position Description

Work as a liaison between stakeholders in

order to elicit, analyze, communicate, and

validate requirements for changes to business

processes, policies, and information systems

http://www.cs.state.ny.us/announarchive/announcements/25-156.cfm


Assigning the BusinessAnalyst

What Skills Does a BA Need?


Soft skills

– Communication• Written

• Oral

• Presentation

– Interpersonal • Relationships

• Facilitation

• Negotiation

• Trustworthiness

– Analytic skills • Creativity

• Logical thinking

• Decision making

The depth of business and technical knowledge varies and finding the right balance is important

Knowledge Areas

– Business Analysis Planning and Monitoring

– Elicitation

– Requirements Management and

Communication

– Enterprise Analysis

– Requirements Analysis

– Solution Assessment and Validation

– Underlying Competencies

Tools and Techniques

– Techniques are the way a practitioner

performs a business analysis tasks

• Techniques can also describe a specific form that the output of a business analysis task may take

– BABOK® Guide identifies 49 techniques

• BA does not need to be an expert in all techniques

• Should understand commonly used techniques and how to best apply them

Sample Tools and Techniques

– Elicitation

• Observation

• Brainstorming

• Focus Groups

• Survey/Questionnaire

• Interviews

• Requirements Workshops

– Analysis

• Business Rules Analysis

• Decision Analysis

• Document Analysis

• Interface Analysis

• Functional Decomposition

Sample Tools and Techniques

– Modeling

• Scope Models

• Process Models

• Data Models

• Technical Models

– Validation

• Criteria Definition

• Metrics and Key Performance Indicators

• Structured Walkthrough

BA Activities and the Project Management Lifecycle

Cited from the BABOK® Guide v 2

Summary

– Role of the successful BA?

• Liaison among stakeholders

• Enables the organization to achieve goals

• Identifies and supports transformational change

• Necessary knowledge, skills and experience

• Understanding of how to best apply commonly used tools and techniques

Thank You!

Paul Franz, CBAP ®

[email protected]

Angie Musa, CBAP ®

[email protected]

Business Analyst and Project Management roles: how they

interact and interrelate

Kathleen Barret

President

International Institute of Business Analysis

The Project Manager / Business Analyst Partnership

December 15, 2009

Learning Objectives

– Gain a better understanding of the roles of the PM and BA.

• The strengths of each role – measures of success & critical success factors

• How the roles complement one another

– Discuss best practices and challenges with the PM/BA partnership

54

In the Beginning...

There was chaos...

55

In the Beginning...56

A lot of work was

being done...

But it was not always productive

A Little Later On…

Build ImplementPlan Test

Organizations invested in

Project Management practices

“Typical” Project Life Cycle

Project Management Practices

– Planning Skills

– Project Team Management

– Issue & Risk Management

– Cost Control

– Stakeholder Management

– Contingency Planning

– Decision Analysis

58

But something was still missing

Build ImplementPlan Test

The Solution did not

solve the problem


Build Implement

Definition

of need

Plan Test

The Big

Picture

The

Missing

PIECES!


Build Implement

Definition

of need

Plan Test

The Big

Picture

The

Missing

PIECES!

Enter the Business Analyst...

The Picture is Complete

Build ImplementPlan TestDescribe Define

Project ManagementBusiness Analysis

PM / BA Knowledge Areas63

PM Knowledge Areas

• Project Integration Management

• Project Scope Management

• Project Time Management

• Project Cost Management

• Project Quality Management

• Project Human Resources Mngmt

• Project Communications

Management

• Project Risk Management

• Project Procurement Mngmt

BA Knowledge Areas

• Enterprise Analysis

• Business Analysis Planning &

Monitoring

• Requirements Management & Communications

• Elicitation

• Requirements Analysis

• Solutions Assessment & Validation

+

= Success

Business Analysis Practices

– Critical Thinking

– Investigative Skills

– Stakeholder Perspective

– Modeling

– Communications skills

– Facilitation and Negotiation

– Influence without authority

64

Two Roles – One Goal

Project Manager Business Analyst

65

�The person insuring the delivery of the right solution

�The person accountable for delivering a project

Key Accountabilities66

PLANPLAN

MANAGEMANAGE

CONTROLCONTROL


DELIVERDELIVER

•Stakeholder Expectation• Issues/Risks•Requirements team

•Product Scope•Requirements Schedule•Requirements Change

A business solution

•Stakeholder Expectation•Issues & Risks•Project team

•Project Scope•Project Schedule•Project Cost

Project Approach, Process & Deliverables

Requirements Approach, Process & Deliverables

Project

Measures of Success - PM

Project delivered:

– On Time

– Within Budget

– Within the agreed-to scope

67

Project

Time

Cost

Scope

Measures of Success - BA

d:

– Approved requirements

– Functionality & operability

In the context of the business’ mission & strategy

68

SCOPE

USABILITY

BUSINESSVALUE

REQUIREMENTS

An Analogy


69

Working together for Success

– Leverage each other’s strengths

– Recognize the ‘healthy tension’

– Clearly communicate the partnership

• To the team

• To the stakeholders

For More Information

About IIBA – Kathleen Barret

[email protected]

www.theiiba.org

[email protected]

About Keane – David Nagy

[email protected]

www.keane.com

Concluding Thoughts

all about business analyst becoming a successful ba

Education