crawl, walk, run: starting a business analysis community of practice

Click to edit Master title styleClick to edit Master subtitle styleCrawl, Walk, Run:

Starting a Business Analysis Community of Practice

Tim Kramer | Sr. Business Analyst | TE Connectivity

October 6, 2016

TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.

About Me

2

Tim Kramer has over 18 years of experience in the IT field and has held roles as a

Developer through Project Manager in Government, Software Consulting, Manufacturing,

Healthcare, Aerospace Defense & Marine, and Engineering industries. A goal-focused

problem solver with business analysis and project management expertise with a strong

background in implementing enhanced process improvement projects and providing

technology solutions in large and small organizations.

With a focus on aligning goals and objectives to the organization's vision and mission,

Tim is currently responsible for building a Business Analysis Community of Practice,

designing and implementing a Design Thinking program, integrating UX into the BA role,

and mentoring and coaching the BA team with a focus on the 6 knowledge areas outlines

by the BABOK. Tim is passionate about the discipline of business analysis using Lean tools to provide value to the

organization.

Interesting Fact: In 1992, I was in the political satire movie, “Bob Roberts”

Contact Info: [email protected] | (m) 717-572-8362

mailto:[email protected]


Agenda

TE Connectivity

Well Known Issues

Brief History of Business Analysis at TE

Business Analysis Community of Practice – Why?

Steps Towards Establishing Greatness

Business Analysis Maturity Model and Measurement

Q&A

3

TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.4

Innovation Leadership

13,500PATENTSgranted or pending

$625Minvested in R&D and

Engineering FY15

7,000+ENGINEERSglobally

TOP1002015 THOMSON REUTERS

GLOBAL INNOVATORS

2015 BESTINNOVATIONPRACTICESFROM AMULTINATIONALCOMPANYRecognition from theShanghai Government

5 YEARS IN A ROW

ENGINEERING CLOSE TO OUR CUSTOMERS


FY15 SALES

$6.3B

TRANSPORTATIONAutomotive, Commercial

Transportation, Sensors

$2.7B$3.2B

INDUSTRIALAerospace, Defense, Energy,

Industrial Equipment, Oil & Gas

COMMUNICATIONSAppliances, Data & Devices, SubCom

In US$ Billions

TE Sales by Segment


$170BILLION

*6% estimated annual market growth rate over the next 5 years

TE is the World Leader in Connectivity & Sensor Solutions

CONNECTIVITY ANDSENSOR MARKET 6%*GROWING

ANNUALLY

Our Connected World


Design Centers

Manufacturing Sites

Engineers

$12.2BFY15 SALES WORLDWIDE

9

41

2,250

5

30

2,020

3

10

760

3

14

2,170

$4.1B

AMERICAS

$3.9B

EMEA

$1.8B

ASIA*

(EXCLUDING CHINA)

$2.4B

CHINA

Unmatched ResourcesClose to Our Customers

*Including India


COMMUNITY

WORLD’S MOST ETHICAL

COMPANIESby Ethisphere® Institute Second Consecutive Year

COMMUNITY AMBASSADOR PROGRAMOver 100 TE Employees provide local leadership with our stakeholders,

including employees, government officials, and community partners.

1,400GREENHOUSE

GAS EMISSIONS*

27%

90/100 SCORE IN HUMAN RIGHTS

CAMPAIGN EQUALITY INDEX

4th TOP CONFLICT MINERALS INFLUENCE LEADER

by Assent Compliance

Listed on

DOW JONES

SUSTAINIBILITY INDEXFifth Consecutive Year

*FY 2010-2015, represents absolute reductions, and does not include sites related to our divested Broadband Network Solutions

business or sites related to our recent acquisition of Measurement Specialties.

CHARITABLE ORGANIZATIONSsupported in FY15 by TE and the TE Connectivity Foundation

WATER

USAGE*

34%Reduction Reduction


Well Known Issues

9


Leading Culprits

10

Scope CreepPoor Communication

Lack of Stakeholder Involvement

Inadequate Executive Management Support

Poor Requirements Management


Poorly Performed Requirements Management Leads to Project Failure

11

Low Requirements Management Maturity

74%

Business Objectives Achieved

54%

Project Duration Increase

35%

2013 Project Failure

32%

2014 Project Failure

37%

Source, www.iag.biz, “The Business Analysis Benchmark” by Keith Ellis,

http://www.iag.biz/


Companies with Poor Business Analysis Capability Will Have 3X as Many Project Failures as Successes.

68%

60%

41%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Project Failure Increase in Spending IT Development Budget

12

Source, www.iag.biz, “The Business Analysis Benchmark” by Keith Ellis,

http://www.iag.biz/


Brief History of Business Analysis at TE

13


“What would you say…ya do here?”

14


Brief History

In 2012 TEIS wanted to have a BA Training Program

established

A “trial” program was put into place, but there was

a cost involved so no sponsorship was secured

PMO found a certification

program through Skillsoft

Learning at zero cost

A program was put into

place with the recommended

courses

Primary BAs needed to

complete the training as part of the

TEOA Star-level 3

15


Observations About the BA Role

16

*42% of CIOs rated IT Business Analysis as a TOP technical skills gap in their organization

*Deloitte 2013 CIO Survey

Understanding of

the need for more

qualified Business

Analysts on

projects

Training is too

much theory but

very little

application

Necessary

time to

accomplish

business

analysis tasks

not given on

projects

Lack of focus and

sponsorship on

Business Analysis as

a competency

contributed to

lengthy and costly

implementationsRecognized a need

to establish a

Business Analysis

Community of

Practice to help

improve speed and

quality of solution

delivery

No time to do it

right, but plenty

of time to do it

over (and over)Leverage

industry best

practices from

IIBA

Increase BA

organizational

maturity level

Build BA

Competency List


ChallengesBusiness Analysts are More Than Just…

17

Partner with the Business to Achieve Strategic Goals


2.92.8

2.92.8

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

Does DES have a common understanding ofthe role and responsibility of a Business

Analyst?

Does DES commit to the development ofthe Business Analyst role?

Does DES provide career developmentopportunities for a Business Analyst to

progress?

How would you rate the Advanced BusinessAnalysis Training through Skillsoft?

1 2 3 4

People Development


75%

94%

81%

50%

94%

75%

6%

25%

6%

19%

50%

6%

25%

94%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Does DES offer astrong BA

community ofpractice or BA

culture?

Does DES offercentralized

resources forBusiness Analysts?

Does DES haverotational programs

in place to learndifferent business

areas and technicaldomains?

Does DES havecentralized trainingopportunities forbusiness analysis?

Do the BusinessAnalysts actively

share informationthrough

collaboration toolsand social media?

Do the BusinessAnalysts share

information and bestpractices throughfrequently held

meetings?

Do you think theBusiness Analyst

community wouldperform better ifthere were more

collaborativeopportunities?

5 6 7 8 9 10 11

NO YES


Business Analysis Community of Practice – Why?

20


What is a Community of Practice?

21

“Communities of Practice”

is a phrase that refers to the

ways in which people

naturally work together. It

acknowledges and

celebrates the power of

informal communities of

peers, their creativity and

resourcefulness in solving

work problems, and

inventing better and easier

ways to meet their

commitments.http://www.pmi.org/learning/communities-practice-advancing-ways-people-together-7840

What’s the Difference?

Teams

Common Goals

Formal

Assigned Roles

More Static

Till Job is Done

Hierarchical

Goal Orientated

Cooperation

Defined by Tasks

Community of Practice

Common Interests

Informal

Voluntary

Dynamic

Long Lasting

Self-organizing

Process Oriented

Knowledge Sharing

Defined by Knowledge

Common

Activities


Starting Points – Purpose & Mission

BA Community of Practice Purpose:

To Provide a Forum for continuous improvement of TE’s business

analysis skillset through collaboration, mentoring, and education.

Mission:

Cultivate a cohesive BA Community that aligns with the Project

Management Council and the overall goals of TEIS. Grow the

community of professionals who are collaboratively dedicated to

the continuous advancement of the BA skillset.

22


Steps Towards Establishing Greatness

24


EBA

Sr. Level BA

Holistic, Enterprise

View

Partner with

Business Sponsors

Consult on Complex

Enterprise Projects

Manage the BA

Maturity Model

Leader for BA

Learning Series


Pre-

ProjectInitiating Planning Executing

Monitoring

and

Controlling

/Closing

G0 G1 G2 G3 CompleteG4

Business Analyst Engagement – BAM & EBAEnterprise Planning Execution & Control Closing

• Identify current & future BA

resource demand

• Partner with business

stakeholders

• Assign and Allocate

resources in TE Project

• Ensure alignment with

current enterprise priorities

BAM

• Provide guidance to BA Team on work process & requirements management to enable re-use of BA artifacts

• Partner with Program and Project Management on delivery approach

• Manage BA Peer Review execution & ensure the quality of BA artifacts by reviewing BA deliverables

• Approve BA deliverables submitted for Stage Gating

• Recruit, Retain, Develop & Deploy BA resources appropriately and Plan Future BA Resource requirements

• Ensure accurate representation of BA resources & their allocations in TE Project

BAM

• Provide support to

Business Capability and

Strategy Planning

• Assist Business and IT to

define capabilities,

features, and scope for

program initiation

• Partner with BAM, AM, EA

on assessment of new

projects

• Provide guidance to BAs

on delivery approach for

approved projects

EBA

• Consult as needed across all projects & initiatives, focusing on major enterprise projects

• Partner with Enterprise Architecture & Business Process Management to ensure solution delivery stays aligned with enterprise strategies

• Act as advisor to all business analyst roles

• Drive quality throughout BA Community of Practice

• Develop & align on BA best practices & assess our BA Practice Maturity

• Continuously improve on BA process, tools & templates

EBA

LEGEND

BAM (Business Analyst Manager)

EBA (Enterprise Business Analyst)

BRM (Business Relationship Manager)

BA (Business Analyst)

EA (Enterprise Architect)

AM (Application Manager)


Pre-

ProjectInitiating Planning Executing

Monitoring

and

Controlling

/Closing

G0 G1 G2 G3 CompleteG4

Business Analyst Engagement – BAEnterprise Planning Execution & Control Closing

• Contribute to Program

Charter

• Create Program Features

Document (PFD)

• Participate in development

and evaluation for

Request For Information

(RFI) & Request for

Proposals (RFPs)

• Develop BA Approach &

timeline for BA

Deliverables for Estimates

• Validate Business Case

and Intake Documents

BA

• Validate Business Case &

Project Intake information

• Assess Current & Future State

Business Process Definitions

• Finalize BA Approach for

project deliverables

• Consulted by PM on:

o Project Timeline Definition

o Issues/Risks/Dependencies

& Assumptions Definition

o Capability & Feature

Alignment to overall

Program Goals &

Objectives

• Create BA Artifacts (ie: RMP,

RTM, etc.)

• Assist in Project Business

Prioritization

• Elicit Requirements and capture/document VoC

• Develop Business Requirements, Business Solution Design,

Requirements Traceability Matrix (RTM)

• Create BA Artifacts (ie: BRD, BSD, Use Case)

• Ensure solution alignment to overall Program Goals

• Consulted by IT PM on:

o Major Scope changes

o Project Timeline updates

o Issues/Risks/Dependencies & Assumptions updates

• Review Technical Design Documents (TDD)

• Consulted by IT PM on:

o Major Scope changes

o Project Timeline updates

o Issues/Risks/Assumptions & Dependencies updates

• Collaborate with Project Team to maintain RTM

• Assist the Business in creation & validation of UAT Test Cases

• Provide support during UAT to identify defects & Change

Requests.

• Analyze defects & develop Change Requests as needed

• Ensure solution Alignment to overall Program

Goals

• Contribute feedback to IT PM on Lessons

Learned based on Post-Mortem activities

• Support transition to Solutions Delivery

• Transition ownership to the end user community

BA BA BA

LEGEND

BA (Business Analyst)

RMP (Requirements Management Plan)

RTM (Requirements Traceability Matrix)

VoC (Voice of the Customer)

BRD (Business Requirements Document)

BSD (Business Solutions Document)

UAT (User Acceptance Testing)


Improve the Quality of BA Work through Education & Training

• Empathize

• Define

• Ideate

• Prototype

• Test

Design Thinking

• UX Master Certification

• UX Design

• Crafting Personas and Scenarios

User Experience • CBAP/CCBA

• PMI-PBA

• Business Process Management

• Business Relationship

Business Analysis

• Scrum

• CSM

• User Stories

• Story Boards

Agile

28


Improve the Quality of BA Work - Consistency

29

Process Templates

SupportGuidelines

Provide consistent BA guidelines, processes and tools and assign BAs to functional areas to improve domain expertise

Peer Reviews

Project

Engagement

Business

Case

BRD

RTM

RMPBusiness

Process

Improvement

Assumptions

Dependencies

Capabilities

Features

Skills

Matrix

Local

Region


People

• Putting the necessary people in the right place

• Educate and develop the necessary skills for success

Process

• Standardize and formalize the process

• Implement at both the program and project level

Technology

• Utilize industry standards to ensure necessary technology is in place

• Understand the purpose behind technological solutions

Culture

• Instill a sense of urgency with executive management and sponsors

• Emphasize the business value on requirements management as a critical component

30

Establishing a Business Analysis Community of Practice is one approach

we are taking to address the challenge of improving speed and quality of

delivery of our solutions

Start laying the foundation for the BA Community of Practice and

leverage success stories along the way

Sponsor a

Business

AnalysisCommunity of

Practice

Internalize

the Business

Analyst Role

Establish the

Enterprise

Business

Analyst

Develop the

Business

Analysis

Engagement

Model

Improve

Quality of

Business

Analyst Work

Extend

External

Network

Down the road we see an

Engaged BA Community that

can deliver quality solutions

faster

BA Community of

Practice

delivering

maximum value


Business Analysis Community of Practice Timeline

People

Tools

Process

FY2016

Q1 Q2 Q3 Q4

FY2017

Q1 Q2 Q3 Q4

FY2018

Q1 Q2 Q3 Q4

Internalize BA Role

Establish EBA Role

Design Thinking &

UX Integration

Support BA Community and Engagement Activities

Develop BA

Engagement Model

Establish BA

Learning Plan

Measure

BA

Maturity

Measure

BA

Maturity

Measure

BA

Maturity

Design BA Toolkit

BA Certification

Program

Establish BA Peer

Review

Enterprise Analysis

Sponsor BA

Community

Requirements

Management Tool


Business Analysis Process Flow

33

Enterprise Analysis

Communication

Collaboration

Requirements Definition Requirements Management

Elicitation

AnalysisSpecification

ValidationStatus

Tracking

TracingChange Control

Impact Analysis


Leading Culprits

34

Scope CreepPoor Communication

Lack of Stakeholder Involvement

Inadequate Executive Management Support

Poor Requirements Management


Implement Requirements Management to avoid Scope Creep

Increased Communication and Collaboration

Increase in Executive Management Support

Increase in Stakeholder Involvement

35

Value on

Business

Analysis


Extend the External Network

36


Business Analysis Maturity Model & Measurement

37


Create the Maturity Model

Define Stages of a BA

Use the Six Knowledge

Areas

Elicit Feedback From

Stakeholders

38

http://www.kathleenhass.com/pdfs/KHass%20Assessment%20Practice%202015.pdf


Manage Maturity

39

About… the levels of capability and

efficiency across its people,

processes, and tools

Enabled by… organizational and leadership recognition

of business analysis

Achieved by… continuously monitoring

capabilities

identifying areas for

improvement

implementing improvements


Planning Monitoring Analyzing Communicating Controlling

Continuous Process Throughout a Project


Crawl, Walk, Run…

41

Basic Foundation Strong Community Recognized Value Maximum Value

Plan, Plan, Plan

Gain Executive Support

Choose Right over Fast

Develop Main Pillars

Focus on People

Develop a Maturity Model

Communicate to the

Organization

Be Realistic

Deliver Small Wins

Leverage

Communicate &

Collaborate

Learning Program

Established

Internal Certification

Measure Maturity

Alignment with Project

Management

Execute

Governance

Improved Maturity

More Sr. Level Business

Analysts

EBA Role Established

Partnership with CIO

Group

Future State

+2 yr

Engaged BA Community

providing fast & efficient

solutions

Strategic Analysis

Extending the BA Network

…but don’t forget to fly!

Thank you for Your Time & Attention


End of PresentationAdditional Slides for Reference Only

43