becoming a successful business analyst 1762

8/6/2019 Becoming a Successful Business Analyst 1762

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Becoming a SuccessfulBusiness 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 QuinnDirector Technology, Technodyne

• 20 years experience aligning technology to deliver business value

• Previously Sr. Manager, IBM; VP Technology, Sony; VP StrategicOutsourcing, 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

Plan Monitor

&

Control

ImplementClose Release

Test

Build

Design

Requirements

Product Scope

PMI ProjectPMI Project

Management ProcessManagement Process Waterfall DevelopmentWaterfall Development

Initiate SCRUM

PRINCE2

SIX Sigma

Agile

RAD

Rational

Etc. Etc.



Poor strategicalignment

Long time todelivery

Poor risk

management

Poorplanning

Lack of sponsorinvolvement

Ineffectivecommunication

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 definedobjectives/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 ModelWaterfall: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 EnvironmentClient 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 toinadequacies

BUSINESS NEED:

An intuitive, easy-to-use application with business

rules-driven functionality supported by workflowand business analytics



Business Analysts

SCENARIO / USE CASE – SOLUTION BLUEPRINT

Workstream 1 Workstream 1Workstream 1

2005 Year X Year X+1

Detailed

Design

Development DeploymentProject

Ramp -Up

Information Management

Business Process Management

Enterprise Application Integration

Portal / Web Channel

Customers

Technology Infrastructure & Support Applications

Producers/Partners Employe

Business Components

Sales ForceAutomation

Customer Information

ContactCenter

Customer Analytics

CampaignManagement

Complian

Financials

Business Components

Document/FormsManagement

InvestmentManagement

ProductConfiguration

PolicyAdministration

Billing

AutomatedUnderwriting

Rating

ClaimsAdministration

Agent/Broker Administration

Reinsurance

Disbursements/PayoutsNeeds Analysis/Illustration

WealthManagement

Core Banking

IT

Contact Ce





Customers



Business Components



ContactCenter

Customer Analytics

CampaignManagement

Complian

Financials

Business Components





Billing


Rating



Reinsurance


WealthManagement

Core Banking





Customers



Business Components



ContactCenter

Customer Analytics

CampaignManagement

Complian

Financials

Business Components





Billing


Rating



Reinsurance


WealthManagement

Core Banking

Business Components



ContactCenter

Customer Analytics

CampaignManagement

Complian

Financials

Business Components





Billing


Rating



Reinsurance


WealthManagement

Core Banking

IT

Contact Ce

Functional FrameworkApproved Project Request

Technical Architecture

Implementation Cost Model

CBS-Paramount TVCost Summary

EstimatedHardwareCosts

EstimatedSoftwareLicensingCosts

EstimatedTrainingCosts

TCPIPTCPIP

Firewall

iPLS Production

Application

LDAP Adapter

Load Balancer

Analytics

Other

EnterpriseApplications

iPLS Dis

LD

Loa

IP User IP User System boundary Group

Paramount TV

Conversions

All Paramount BUs Phase 1 Rights Window

All Paramount BUs Phase 1 Complete Deal




Phase

RICE Analysis

Project Timeline

Sales

Traffic

Managesubmission

Proce

• Look-up and log

insured info

• Log submission

• Rate sub

• Provide

• Maintain

• Print andquote do

Underwriting

Process Flow

1. Product.

1. Line of Business.

1. Ability to support unique underwriting rule set

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 typ

1.General Requirements:

Requirement/Feature

1. Product.

1. Line of Business.

1. Ability to support unique underwriting rule set

1. Rewrite.

1. Reinstatement with lapse.

1. Reinstatement with no lapse.

1. Cancellations.

1. Renewals.

1. Policy Changes.


1. Ability to support the following transaction typ


Requirement/Feature

Underwriting Functional RequTitle:

Organization:

Functional Area: Automate

Underwriting Functional RequTitle:

Organization:

Functional Area: Automate

Requirements Definition

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

Project Team

Governance/Chan e M mt

Governance Team

Governance/Chan e M mt

Governance Team

Client Proect Mana ement

Project Management

Client Proect Mana ement

Project Management

Client Executive Sponsor System Integrator Executive Management

Steering Committee


Steering Committee

Subect Matter Ex erts

Advisory Board

Subect Matter Ex erts

Advisory Board

i l l u s t r a t i v e



Business Analysts

SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE

Enterprise Applic

Portal / WeCustomers Producer

Business C

Customer

Information

Contact

Center

Business C

Product

Configuration


Enterprise Applic


Business C

Customer

Information

Contact

Center

Business C

Product

Configuration


Enterprise Applic


Business C

Customer

Information

Contact

Center

Business C

Product

Configuration


Business C

Customer

Information

Contact

Center

Business C

Product

Configuration


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 isa tool that defines the major

components of functionality

of the desired solution and

their relationship to each

other.




IP UsIP UsSystem boundary

Business Analysts


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

the Requirements Document.



The 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 what

needs to be done to articulate how the business does it.

The Process Flows along with the Technical Architecture serves as the basisfor the Requirements Document.


Sales

Manage

submission

Process q

Underwriting

i l l u s t r a t i v e P

r o c e s s

A c

t i v i t i e

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 timelinefor development of the solution.

OWNERSHIP: Business Analyst, (Programmer)


Group

Para

Conve

All Paramount BUs Phase 1 Rights

All Paramount BUs Phase 1 Compl





All Paramount BUs Phase 1 Dom.

All Paramount BUs Phase 1 Intl. PaAll Paramount BUs Phase 1 Dom.

Phase

1. Cancellations.

1. Renewals.

1. Policy Changes.


1. Ability to support the following transaction types:


Requirement/Feature

1. Cancellations.

1. Renewals.

1. Policy Changes.


1. Ability to support the following transaction types:


Requirement/Feature

Underwriting Functional RequirementsTitle:

Organization:Functional Area: Automated Underwriting

Underwriting Functional RequirementsTitle:

Organization:Functional Area: Automated Underwriting


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

Wor Wor

Detailed

DesignDevelopment De

Project

Ramp -Up

Ramp -U

Ramp -U

Implementation Cost Model

EstimatedHardwareC

EstimatedSoftwareLic

EstimatedTrainingCos

EstimatedStaffingCost

Project Timeline





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 QuinnDirector Technology, Technodyne

[email protected]

mailto:[email protected]




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 asolution 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


Steering Committee


Steering Committee




The role of the Business

Analyst.

Paul Franz and Angie MusaNYSTEC



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 BetweenStakeholders

• 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 tobusiness processes, policies, and information systems

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



Cartoon used by permission from Modern Analyst Media LLC. For more, visit

http://www.ModernAnalyst.com

Assigning

the Business

Analyst



What Skills Does a BA Need?

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



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 variesand 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 abusiness 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 LifecycleCited 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 BarretPresident

International Institute of Business Analysis



The Project Manager /

Business Analyst PartnershipDecember 15, 2009

54



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

55



In the Beginning...

There was chaos...

56



In the Beginning...

A lot of work wasbeing done...

But it wasnot always

productive



A Little Later On…

Build ImplementPlan Test

Organizations invested inProject Management practices

“Typical” Project Life Cycle

58



Project Management Practices

– Planning Skills

– Project Team Management

– Issue & Risk Management

– Cost Control

– Stakeholder Management

– Contingency Planning

– Decision Analysis

B hi ill i i



But something was still missing

Build ImplementPlan Test

The Solution

did not

solve theproblem

B t thi till i i




Build Implement

Definition

of need

Plan Test

The Big

Picture

The

Missing

PIECES!

B t thi till i i




Build Implement

Definition

of need

Plan Test

The Big

Picture

The

Missing

PIECES!

Enter the

BusinessAnalyst...

Th Pi t i C l t



The Picture is Complete

Build ImplementPlan TestDescribe Define

Project ManagementBusiness Analysis

PM / BA K l d A63



PM / BA Knowledge AreasPM 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



T R l O G l65



Two Roles – One Goal

Project Manager Business Analyst

The person insuringthe delivery of theright solution

The personaccountable for delivering a project

K A t biliti66



Key Accountabilities

PLAN

MANAGE

CONTROL


DELIVER

•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

M f S PM67



Measures of Success - PM

Project delivered:

– On Time

– Within Budget

– Within the agreed-toscope Project

Time

Cost

Scope

M f S BA68



Measures of Success - BA

d:

– Approved

requirements

– Functionality &

operability

In the context of the

business’ mission &

strategy

SCOPE

USABILITY

BUSINESS

VALUE

REQUIREMENTS

A A l69



An Analogy


W ki t th f S



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



For More Information

About IIBA – Kathleen [email protected]

www.theiiba.org

[email protected]

About Keane – David Nagy

[email protected]

www.keane.com

Concluding Thoughts

http://www.theiiba.org/



http://www.keane.com/

http://www.keane.com/



http://www.theiiba.org/



Concluding Thoughts

becoming a successful business analyst 1762

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