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Business Analysis……methods, fads and

fashions

Guy BeauchampBusiness Analyst Solutions

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Aims of this presentation:

1. make the case for undertaking Business Analysis

2. demystify Business Analysis

3. make the case for a pragmatic and practical analysis of business changes

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1. make the case for undertaking Business Analysis

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The Standish Group “Chaos Report” (1994)• 365 executive managers• 8,380 applications • all major industry segments including: banking, retail and wholesale.

The Top 6 Reasons Projects Fail

Some of the contents of this slide were taken from www.it-cortex.com

1. make the case for undertaking Business Analysis

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Business Analysis Proverbs

• A factor present in every successful project and absent in every unsuccessful project is sufficient attention to requirements.

Suzanne & James Robertson

Requirements-Led Project Management

• Delivery is not the best time to analyse requirements

Urban Wisdom

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RequirementsAnalysis

Design Code/test

0

10

20

30

40

50

60

70

Average actual effort spent on each stage of the development cycle*

*based on a study by Staffordshire University

What is “sufficient attention to requirements”?(I)

1. make the case for undertaking Business Analysis

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RequirementsAnalysis

Design Code/test

0

10

20

30

40

50

60

70

80

90

Average Proportion of Errors Built in During Development*

*based on a study by James Martin

What is “sufficient attention to requirements”?(II)

1. make the case for undertaking Business Analysis

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ReqtsDesign

ProgramTest

AcceptLive

0

20

40

60

80

100

13

5 14 33

100

Relative Cost of Relative Cost of Correcting Requirements Errors*Correcting Requirements Errors*

*sourced from Barry Boehm

What is “sufficient attention to requirements”?(III)

1. make the case for undertaking Business Analysis

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How Much Poor Analysis can £Cost*

• Half of all bugs can be traced to requirement errors• fixing these errors consumes 75% of project rework costs

CONTRIBUTING TO:

• The average project exceeds its planned schedule by 120%

• 52.7% of projects will cost 189% of their original estimate

• Only 16.2% of projects will be completed on time & on budget

• 30% of projects are cancelled before completion

*Source: Calculating your return on investment from more effective requirements management IBM article Dec 2003

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The typical project…

…expends least effort on analysis…

…which is where most errors originate…

…and whose errors cost most to fix!

Summary

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2. demystify Business Analysis

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Definition of terms for Business Analysis

Business: <whatever>

Analysis:“the process of breaking a concept down into more simple parts,

so that its logical structure is displayed” (OED)

a : an examination of a complex, its elements, and their relations b : a statement of such an analysis (Merriam Webster)

2. debunk Business Analysis

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‘Framework’ underlying all analysis of change

• ANALYSIS of change requirements– Process– Organisation– Location– Data – Application– Technology– Non-functional

2. debunk Business Analysis

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The Fact Is…

Regardless of method or approach

YOU STILL HAVE TO ANALYSE

CHANGE REQUIREMENTS.

2. debunk Business Analysis

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Driver/Vision

£Objective

X £ X X X

X X X

Requirement

X X X X £

{black holes of failure}

Chain Of Reasoning

Requirements must be assumed to be wrong until they are proved to be right

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-Links-in-the-Chain-Of-Reasoning-Driver

Objective Benefit

RequirementBenefit

Requirement

RequirementBusiness Rule

Vision Deliverable

Business Rule

KeyMany

OneAddressed by

Achieved asmeasured by

Delivered through

Contributes to

Delivered by

Delivers

Enforces

Enforces

2. debunk Business Analysis

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1. Euston: take Northern Line southbound to Embankment2. Embankment: take District line westbound to Kensington

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1. Euston: take Northern Line southbound to Embankment2. Embankment: take District line westbound to Kensington

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-Links-in-the-Chain-Of-Reasoning-Driver

Objective Benefit

RequirementBenefit

Requirement

RequirementBusiness Rule

Vision Deliverable

Business Rule

KeyMany

OneAddressed by

Achieved asmeasured by

Delivered through

Contributes to

Delivered by

Delivers

Enforces

Enforces

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3. make the case for a pragmatic and practical analysis of business changes

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POST-IMPLEMENTATIONBusiness Analysts feed back to the Owner how well their

measure of success has been achieved

Owners defines measures of success and £targets

…Business Analysts confirm & document

Strategists determine the strategy to hit the targets…Business Analysts help do market research, create strategy, challenge & documentSponsors

establish a Programme that delivers the strategy…Business Analysts document Programme TOR

and build the Business Case

Programme ManagersInstitute Projects that implement the programme…Business Analysts document the Project TOR

Project Stakeholders…Business Analysts specify requirements for

Projects (in the Business Model) Design Analysts design solution that satisfies the requirements…Business Analysts protect requirements & document compromises

Project managersImplement solution

…Business Analysts help with-Process and data migration

-Cutover planning-Rollout

Solution Builders & Businesstest solution…Business Analysts ensure tested against requirements

Solution Builders build solution

…Business Analysts protect requirements & document compromises

UsersAccept solution…Business Analysts help with-£MEASURING £BENEFITS £REALISATION

When & Where are Business Analysts involved and how do they help?There is a chain of reasoning that leads from the statement of a problem to the implementation of solutions…

…involving up to 10 groups of people…

£Money!

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If…If you can map all your analysis to components in

the Chain of Reasoning

If there are no gaps AND no breaks in the chain

If those who can kill your project agree with your

analysis

Then your analysis is correct and what’s more you are a Business Analyst my son.

Sorry Rudyard!

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…and finally…the secrets of doing Business Analysis

1. Agree the analysis method and approach you will use

2. Get some trained Business Analysts

3. Plan how, when and who to do the analysis

4. Do the analysis

5. Use the analysis products to develop and implement the solutions

6. Er – that’s it.

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Thank-you!

Questions?

Guy BeauchampBusiness Analyst Solutions

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