breakthrough(business(analysis( · business"analysis"and"project ......

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Presenter: Ki+y Hass, PMP Principal Consultant, Kathleen Hass & Associates, Inc.

BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICE Cell: 303.663.8655 Email: [email protected]

Co-‐Presenter: Kate Gwynne, CBAP, CSM

Associate Director of Business Analysis, Resource/AmmiraT Email: [email protected]

Breakthrough Business Analysis ImplemenAng and Sustaining a Value-‐Based PracAce

What is Business Analysis?

2 ©KHass and Associates, Inc.

•  Emphasis –  Strategy execuTon

•  World-‐class enterprise capabiliTes •  InnovaTve products and services

–  Value to customers – Wealth to boOom line

•  EssenTals –  Leadership vs. management –  Systems thinking vs. project orientaTon –  Complexity management vs. project management –  AdapTve vs. linear approach –  CreaTvity and innovaTon vs. business as usual

Why is it ? Centers on woefully inadequate elements of business/technology

projects

•  Decision making: collaboraTve •  Thinking: global, holisTc, strategic •  Complexity: leveraged to achieve

creaTvity •  Leadership: shared, diverse, expert •  Teams: collaboraTve, high

performing •  Methods: adapTve, experimenTng,

creaTve, visualizing, agile •  SoluAons: innovaAve, compeTTve,

unseOling, disrupTve •  Value: delivered ocen


Disrupts TradiTonal Business Models

Portfolio Management

Strategy

BA / PM

Decision Making

Leadership

Collaboration

Tools & Systems

Teams

Communication

Innovation

PMO

Resource Management

Competencies BACOE

Business/Technology OpAmized

Enterprise Level

Awareness

Project Level

Innovation Level

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2

3 4

BA Value Acknowledged

Business Requirements Managed

• BA PracTces Informal • BA Community of PracTce Exists • Increasing awareness of the value of BA

Moderately Complex

BA Planning ElicitaTon Analysis Requirements Mgt and CommunicaTon Business Analysts: • IT Oriented • Business Oriented

Highly Complex

Strategy Analysis SoluTon Assessment & ValidaTon Business Case Value Management Strategy ExecuTon Business Analysts: • Business Architects • Business Consultants • Enterprise Analysts

Breakthrough InnovaAon

InnovaTve Business SoluTons Breakthrough CapabiliTes CompeTTve Advantage Business Analysts: • Business/Technology Experts • InnovaTon Experts • Change Experts

Business Needs Met Strategy Executed

Value-‐Based BA PracAces

TradiAonal vs. Breakthrough BA

TradiAonal BA PracAces


Gegng Ready

Gegng Started

Gegng Entrenched

• Your OrganizaTon • ExecuTve management • Key stakeholders • PracTce Lead

• Structure • Team • Standards • Maturity and Capability

• Business • Measurement • InnovaTon • Radical Change • Strategic CommunicaTons • From Good to Great

ImplementaAon Framework


Readiness

• Business Case

• ExecuTve Sponsor

• Steering CommiOee

• PracTce Lead

•  Examine the Culture in Your OrganizaTon –  Issues of the day –  Current state of project performance –  Level of change –  Level of compeTTve pressure –  PoliTcs: negaTve and posiTve – How business analysis is used – How Centers of Excellence are perceived

–  Can you compete with other project ideas for resources and funding


Make the Case •  Business Vision

–  Core Purpose –  Core Values –  Envisioned Future –  DescripTon of what

it will look like

•  Strategic Goals •  Alignment to

Corporate Strategies •  Stakeholders •  Opportunity Analysis

–  Business Problem –  Business Opportunity –  Desired Outcome


•  CapabiliAes –  Current CapabiliTes –  Capability Gaps

•  SoluAon Approach –  Year 1 –  Year 2 –  Year 3

•  The Journey from Good to Great –  Risk Management –  Change Management –  CommunicaTon

Management •  Return on Investment

–  Total Costs –  Business Benefits

What is

What if

What wows

What works

Designing for Growth Jeanne Liedtka and Tim Ogilvie

•  ExecuTve Sponsor –  Guides the effort, owns the budget, commits to the cost and benefit projecTons

•  ExecuTve Steering CommiOee –  Provides poliTcal cover, decision support, budget, and legiTmacy

–  Chaired by sponsor; facilitated by BA PracTce Lead •  BA PracTce Lead Role

–  Can be a manager of BAs, but this is not a requirement –  The person who is responsible for building and implemenTng the BA pracTce in an organizaTon

•  The Business Case –  Guides decision making


Amass your power… •  Knowledge

–  Credibility, ExperTse

•  PoliTcs –  PosiTve poliTcs gets things done!

–  PoliTcal management plan –  Network of supporters –  Environmental risks –  Credible mentors 12

Business + Politics = Power Daniel Bell,

Sociologist, writer, editor, professor emeritus at Harvard

…and your influence •  Status

–  High enough in your organizaTon to command respect

•  Integrity, Trustworthiness –  Never sacrifice your integrity

•  Consistency –  Carefully crac communicaTons

READINESS DEFINE the Business Analysis Practice •  Current state of the practice > Future

state of the practice •  Business Analyst Roles and

Responsibilities •  Advisory group

Kate Gwynne On-‐the-‐Ground PracAce Lead

Current State > Future State

Advisory Group

PerspecAve

RepresentaAon from several role types (BA, SA, PM, Manager) across all departments

Transparency

CommunicaAon and idea exchange throughout the design, development, and implementaAon of the iniAaAve

Clarity

Content review and evaluaAon for fairness, accuracy, and relevancy


ImplementaAon

•  BA Center of Excellence (BACOE)

•  Capable BA Team

•  BA PracTce Standards

• Maturity and Capability Assessments

•  IntegraTon into the culture – the exisTng power based •  Mission/purpose – aligned to organizaTon •  OrganizaTonal Placement – higher is beOer •  It’s a slippery slope

–  Many centers have failed –  Only 50% of PMOs are seen as relevant and adding value

•  It’s about value –  Project benefits management –  Investment in innovaTon –  ROI


BACOE Models: One Size Does not Fit All


BACOE Model

Leader ComposiAon Goals Outcomes

1.   Community of PracAce

Senior BA All BAs invited Advisory Resource center

Professional BA group

2.   Informal BACOE

BA Team Lead Senior BAs BA standards Business requirements

Consistent BA deliverables & tools

3.   Formal BACOE

BA PracTce Director/VP

BAs report to BA PracTce Director

Conduct strategic analysis Prepare business case Provide BAs to projects

Business value measured Strategy executed

4.   Integrated COE

Program Management Director/VP

BAs, PMs, QA, Architects report to COE Director

80% projects successful Deliver value to customers and wealth to boOom line

InnovaTon New strategy Improve compeTTve posiToning

Ocen MulTple CommuniTes


Full or Limited Scope?


BACOE Scope

BA Professional Development

BA Professional Services

BA Standard Practices and Tools

- Practices and methodologies- Tools- Performance metrics- Knowledge management- Performance reporting- Continuous improvements

- Communities of practice- Competency assessments- Education and training- Mentoring and OTJ training- Team building- Career path: position descriptions, grades, competencies, and skill requirements

- Competitive analysis- Business architecture- Feasibility studies- Business caseStaff augmentation:- BAs/PMs- Requirements analysts- V&V specialists- Workshop facilitators

Full Cycle Governance

- Business program analysis- Strategic project resources- Portfolio management process support and facilitation- Benefits management

Steady as she goes Always pilot changes!


Phase 1 Department / Program Focus

Phase 2 Enterprise/

Strategic Focus

Phase 3 InnovaTon Focus

New Business Strategy Forged

Enterprise Focus

Operations/Support Focus Project Focus Competitive Focus

Business OperaAons Enhanced

Business ObjecAves Met

LOW COMPLEXITY PROJECTS

OUTCOMES Value of operaAonal

business process & systems is conAnually enhanced

TYPE OF LEADER Generalists, Business/

System Specialists, Product Managers

Entry Level and Senior PMs/BAs

MODERATELY COMPLEX PROJECTS

OUTCOMES Projects are managed to

ensure new soluAons meet business objecAves

TYPE OF LEADER Business Domain Experts, IT System Experts, Product

Managers Entry Level and Senior

PMs/BAs

HIGHLY COMPLEX PROJECTS /PROGRAMS

OUTCOMES The enterprise is invesAng in the most valuable iniAaAves and is realizing the business benefits forecasted in the Business Case

TYPE OF LEADER Enterprise Change Experts,

Program and Porfolio Managers Architects and Enterprise BAs Complex Project, Program and

Porfolio Mgrs.

BREAKTHROUGH INNOVATION PROJECTS

OUTCOMES New strategy formulated. Business/Technology opAmized. Improved compeAAve posiAon

TYPE OF LEADER Strategists, Business/

Technology OpAmizaAon Experts, InnovaAon & Cultural

Change Experts Innovators and Strategists

Business Strategy Executed

Technical skills Leadership Competencies ConAnuous Advancement of Competence, Credibility, and Influence

Systems and Critical Thinking

Program and Portfolio Management

Creativity and Innovation

Contemporary Customer Relationships

Creative Models for Solving Business Problems

Value Management

Complex Project Management

Managing Data Across Organizations

Business / Technology Optimization

Business and IT Simplification

CreaAvity, Integrity, Global Thinking, Influence, Trust

Groom BAs for the 21st Century

1.  Assess the Maturity of your BA PracTces 2.  Develop a 2-‐year roadmap to Close Gaps


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1

2

3

4

1 2 3 4 5 6

Typ

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Co

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atin

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Overall BA Practice Maturity

1.68

Ins FS IS/IT NP HC Trans1.66 1.66 1.64 1.69 1.62 1.81 BA Practice Maturity

IMPLEMENTATION BUILD the Business Analysis Practice •  Implementation Roadmap •  Requirements Management Best

Practices •  Tools •  Processes


DEFINE Current > Future State ü  Develop business case for future state (people, processes, and tools) ü  Develop BA PracTce Roadmap (acTviTes and Tmeline) ü  Establish Analyst Advisory Group (change leaders) ü  Develop and implement communicaTon plan for every step in roadmap (include RACI matrix) Roles and ResponsibiliAes ü  UTlize BA competency profile (IIBA) to determine role level skills and competencies ü  Determine if roles and skills support project objecTves across departments and project types ü  Establish or update BA role descripTons for each skill level ü  Administer skills and competency assessment for BA employees ü  Update interview quesTons to match skills and competencies for new employees and contractors

BUILD Requirements Management ü  Implement best pracTces ü  Conduct audit for tools and acTviTes used to manage requirements ü  Create or modify templates and processes to build efficiencies Metrics and ReporAng ü  IdenTfy metrics to determine key performance indicators and criTcal success factors ü  Establish key reports to help monitor progress and idenTfy emerging trends

GUIDE Training and Development ü  Develop courses and curriculum (or establish vendor relaTonship for external training) ü  Determine informal training opportuniTes (staff meeTngs, webinars, books) ü  Determine formal training opportuniTes (IIBA meeTngs, seminars, conferences) ü  Develop new-‐hire orientaTon materials for on-‐boarding BAs Goals and Career Path Development ü  Review individual assessment results and meet with BA’s to establish quarterly and annual goals ü  Determine individual training and development plans based on skill needs and career path goals Knowledge Sharing ü  Schedule lunch-‐n-‐learn sessions for various audiences to help educate on project best pracTces ü  IdenTfy coaching / mentoring opportuniTes between Junior and Senior analysts ü  Develop intranet site for hosTng BA PracTce arTfacts

1st Qtr 2nd Qtr 3rd Qtr

BA PRACTICE ROADMAP FOCUS ON THE IMPACT TO PEOPLE, PROCESSES, AND TOOLS

S M A R T Specific Measureable Accurate Relevant Traceable Concise ● Complete

Testable ● Unambiguous

Correct ● Consistent

Necessary ● Feasible

IdenAfiable ● Linked

ü Does this requirement contain the proper amount of detail – no more or less than what is needed?

ü Can this requirement be interpreted only one way, regardless of the reader’s perspecTve?

ü Is this requirement free from grammar, spelling, and punctuaTon errors?

ü Is this requirement needed in order for the soluTon (product, process, or system) to funcTon properly?

ü Is this requirement uniquely idenTfiable through a numbering hierarchy?

ü Is it clear what system(s) or process(es) this requirement, or the parent requirement, will impact?

ü Is it clear how the final soluTon can be tested to prove that this requirement is met?

ü Does the informaTon in this requirement support the overall objecTve for the soluTon feature or funcTonality?

ü Is this requirement within the scope of the project?

ü Can this requirement be traced to any appropriate parent or child requirements?

ü Is this requirement free from FANBOYS, which could mean too much detail or mulTple requirements?

For-‐And-‐Nor-‐But-‐Or-‐Yet-‐So

ü Is this requirement free from adjecTves or adverbs that could make it subjecTve to the reader?

ü Has this requirement been elicited from a valid source of informaTon?

ü Is this requirement possible to achieve, given what is known about the project, systems, and resources?

ü If this is a technical requirement, can it be traced back to one or more business requirements?

ü Are all terms and acronyms in this requirement defined in the document?

ü Are all aspects of this requirement clear and understandable?

ü Is this requirement wriOen in a standard and acceptable format for the intended audience?

ü Is this requirement free from constraints and limitaTons on the soluTon design?

ü If this is a business requirement, can it be traced back to the business problem or objecTves?


Sustainability

• Run Your PracTce like a Business

• Measure EffecTveness

• Focus on InnovaTon

• Change the way we do Projects

• Execute Strategic CommunicaTons

• Take your BA Team from Good to Great

•  Establish a to maximize posiTve impact

•  Become a organizaTon

•  Create a organizaTon and governance structure

•  Devise an inspiraTonal

•  Take excepTonal care of your

•  Fiercely focus on

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•  Provide that add value

•  Insist on •  Use as a tool to

foster your values, spread your culture, adverTse your brand

•  Build and nurture a thriving

•  Adopt that set BAs free

•  Inspire your Community of SOURCE: SARAH GIBSON, CEO, REDVESPA

Design ConAnuous TransformaAon

–  Review and update your vision, mission, core values,

goals and objecTves for the BA PracTce as your organizaTon changes and as your pracTce evolves

–  Develop plans and budgets Ted to your organizaTons plans and budgets

–  ConTnually increase the capabiliTes of your BA team and the maturity of your BA pracTces

–  Measure the business benefits of your BA pracTce and of projects in terms of value to your customers and/or wealth to the boOom line

–  Discover and set in moTon the opTmal business model for your pracTce 30 ©KHass and Associates, Inc.

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•  Demonstrate value through: – Value to Customers – Wealth to the BoOom Line – Project Performance Measures – Quality Performance Measures – Quality Processes – Quality Reviews

©KHass and Associates, Inc.

What does CreaAve Leadership Look Like?

– ConstrucTve Dialogue – Expert FacilitaTon – ExcepTonal skills – Highly flexible style – Superb relaTonship-‐building skills

– Comfortable with uncertainty

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What do InnovaAon Teams Look Like?

– Removed from the day-‐to-‐day operaTons

– Fully funded, supported

My real bottom-line hypothesis is that nobody has a sweet clue what they’re doing. Therefore you better be trying stuff at an insanely rapid

pace. You want to be screwing around with nearly everything.

Relentless experimentation was probably important in the 1970s—

now it’s do or die"!! !Tom Peters on Leading the 21st Century Organisation!

Steer your team to the Edge of Chaos The most creaAve state

Complex systems fluctuate between: ◦  Equilibrium: paralysis, death ◦  Chaos: unable to funcTon

The genius of Complexity -‐ it nourishes creaTvity

©KHass and Associates, Inc. 33

Make decisions quickly, test them, make

course correcTons

Pursue iteraTve, ongoing

requirements

Reinvent your team

facilitaTon ocen

Seed creaTvity across the organizaTon

Capitalize on complexity

Expert FacilitaAon is the Game Changer

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VisualizaAon, IteraAon

Radical CollaboraAon

80% of Projects on Time, Scope,

Budget

InnovaAve SoluAons

Value to the Customer

Wealth to the OrganizaAon

©KHass and Associates, Inc. 36

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Adopt the New Shared Leadership Model

PM

BA Developer

PM

BA

Business Visionary

Lead Technologist

QA/Test Manager


Low Complexity •  Independent •  Predictable •  RouTne

Moderately Complex •  Probability • Messy •  IntegraTon

Highly Complex •  Uncertainty •  Disorder •  Novel •  Intricate

Linear IteraTve AdapTve

Extreme

Use AdapAve Approaches

Business Domain

Business Owner

Project Domain

Project Sponsor

Project Manager

Business Analyst

PARTNERING FOR PROJECT SUCCESS: PROJECT MANAGER AND BUSINESS ANALYST COLLABORATION, CO-‐AUTHORED BY PMI AND IIBA


Build a Team of “T-‐shaped” BAs

•  Small but mighty •  Core full-‐Tme leaders •  Shared leadership •  Highly trained •  Highly pracTced •  MulT-‐skilled •  Experienced •  Personally accountable •  Expertly coached

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Understand strategic criAcality of the effort

Common values and guiding principles

Passionate about the mission Keeps score, seeks feedback

Constantly innovaAng,

improving, searching for be+er methods, tools, pracAces

•  If you are trying to implement BA best pracTces, methodologies, frameworks, and enabling technologies on your project

•  Don’t get discouraged •  Collaborate with others to expand your reach and build lasTng momentum


common purpose"

Lots of Moving Parts = Complexity •  Opportunity •  People •  Value •  Plan •  Model •  Brand •  Measures •  Team •  RelaTonships •  Leadership

43 MICHAEL AUGELLO, CONSULTANT AND ENTREPRENEUR

•  Value to your customers –  InnovaTon –  Lots of stuff free and easy to use

•  Wealth to the boOom line –  Demonstrate real business value

–  The business of Business Analysis

•  Breakthrough BA capabiliTes

•  Measurements


SUSTAINABILITY

GUIDE the Business Analysis Practice •  Building your team of BAs •  Training and Knowledge Sharing •  Career Path Development


Best BA’s for your pracAce!

Communicators

Collaborators

Facilitators

Training and Knowledge Sharing

Establish your Business Analyst Career Road Map

–  Business Requirements Analyst –  Business Process Analyst –  Decision Analyst (ocen referred to

as a business intelligence analyst)

–  Business Systems Analyst –  Systems Analyst –  FuncTonal Analyst –  Service Request Analyst –  Agile Analyst

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–  BA Project Lead –  BA Program Lead –  BA PracTce Lead –  RelaTonship Manager –  BA Manager

–  Enterprise BA –  Specialist BAs

•  Business Architect •  Business Rules •  Business Process •  Data and AnalyTcs

ADAPTED FROM: INTERNATIONAL INSTITUTE OF BUSINESS ANALYSIS

FAQs •  What is the VALUE of business analysis?

–  Small project/adapAve model •  50% faster to market •  25% more producTve •  ¼ defects

–  Decisions made based on business benefits •  Value to customers •  Wealth to boOom line •  Realized/captured/communicated by BA PracTce

•  What to do when soluTon is selected before analysis begins? Re-‐do and validate: –  Business case –  SoluTon alternaTve analysis

•  What about PMI? –  PMI’s focus exclusively at project level on requirements –  IIBA’s focus much broader, more strategic, value-‐based embracing all disciplines that support business change

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