case study: challenges and success factors in …€¦ · · 2015-10-27in establishing value...

Case Study: Challenges and Success Factors in Establishing Value Driven Business Analysis Organizations

KOJI SHIOTA

© CreaVision Ltd 1

Nov. 2015

Introduction

© CreaVision Ltd 2

KOJI SHIOTAMBA, CBAP, PgMP, PMP, TOGAF9

President & CEO, CreaVision Ltd.

VP Research, IIBA Japan Chapter

President, Iasa Japan Chapter

Business experience

IT consultant at NTTDATA Corporation

Business Analyst, Enterprise Architect,

Program/Project manager, PMO at Sony Corporation

Outline

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• Background

• Lessons learned from initial implementation of

business analysis organization

• Work model to realize business transformation

- Business Architect and Business Analyst -

• Role of BA COE

• Internal transformation and development of BA

Resource

• Global CoP of BA Organization

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Background

IT project success rate trend in Japan

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Y2008Y2014

Success

31.1%

Success

75%

（67~81%*）

“Nikkei Computer”

2008.12.1 *Distributed by

project size

“Nikkei Computer”

2014.10.16

Question： What Criteria？

Success rate of Change Program

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Reference: PWC’s presentation

material based on the report of

Portfolio and Programme

Management 2014 Global Survey

Success rate that Change Program met the

expected results of the organization these five years

Almost achieved

38%

CFO~

CEO~

Common Issue in a big multinational company

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事業部（BU）

事業部（BU）

事業部（BU）

事業部（BU）

US

事業部（BU）

事業部（BU）

事業部（BU）

事業部（BU）

US

BU1 BU2 BU3 BU4

Executive

Team

Region A

Region BRegion C

KPI KPI KPI KPI

Company “CATS”

Challenge for business transformation

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Cross Function

Cross BU

Cross Region

Business and

IT Conflict

Resistance

for Change

Lack of Skill

Independent

projects led to

“Patchworks”

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Form initial

BA team

Build BA organization to drive transformation

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Key Driver for Business Transformation

across organizations

Business Analysis Team

2 BA’s Role


Business Architect

Business Analyst

(Project based)

Case1: Architecture driven approach


• Business Process Architecture Model

• Mid Range Planning and Roadmap

• Governance Review

Build Business Architect Team

(with Enterprise Architect Team)

Key Tools

Identify Nature of Each Business Process


Repair parts management

Service management

CustomerService Unification？

Coordination？

Replication？

Diversification？

Global?

Regional?

Local?

Core？

Non-core?

・・・

Product

category-

wise?

Product

category

Common?

Business Process Business Process Category

Quickly

Changing？

Stable?

Define the criteria for judgement of

business process standardization roadmap

Fit into the business management process


Business

eventEnterprise

Level

Project

Level

Business plan ideation

Projectinitiation/planning

Design/Development/Test/Migration

Regular activity(Run the business,

MRP, Annual plan(Budget))Project activity

MRP Annual plan

Project Conceptualization

BA&

EAO

Planning

Group &

PMO

MRP

Review

Budget

ReviewPlan

Review

Design

Review

Architecture

Review

Architecture

Review

*EAO: Enterprise

Architecture OfficeBP

Architecture

BP

Roadmap

Challenge of Architecture driven approach


• Beautiful diagram and roadmap, but don’t

work…

• Lack of implementation/operation capability

• Too much reliance on governance review

• Lack of mutual trust between architect team

and project team

Key lessons learned from Architecture driven approach


• Reliance on Governance(Process) improves

the organizational capability only to a certain

level

• Actual architect skill and human resource are

necessary to operate and realize real change

Case2: Project BA Approach


• Business analysis methodology

• Project initiation/planning and execution skills

• Strong communication and coordination

Build Business Analyst Team

(Project based)

Key Tools

Connect and align when projects are initiated


Business Analyst Team

Project Project

Project ProjectManagement Scope

UnknownScope out

Limited Scope to cover

Methodology alignment with system implementation


Project Activity

GW

systemimplementation

BusinessAnalysis

ReleaseGWGW QCD

Review

ROI

Review

Run the business

System

implementatio

n planning

Requirement

analysis

System design

Design/Dev/

Test

ProjectManagement Initiation

High-level

system

solution

PlanningExecution, monitoring and

controlClosing

BPR planning

Requirement

analysis

BPR execution

plan

Change

realization

Accept testBusiness case

System

Ops.

Biz

Operation

Benefit

review

Synchronize the project activities with

the existing organizational asset

Plan and design

change

Implement

change

BABOK +

Company

Practice

Pick up some

practices of

Change

Management

http://itpro.nikkeibp.co.jp/article/COLUMN/20100729/350789/?SS=imgview&FD=2638409&ST=babok

http://itpro.nikkeibp.co.jp/article/COLUMN/20100729/350789/?SS=imgview&FD=2638409&ST=babok

Challenge of Project BA approach


• Limited projects are captured

• Limited influence and governance to

enterprise-wide optimization

• Inefficient work model to coordinate and align

with external stakeholders and other projects

Key lessons learned from Project BA approach


• Need to create the scheme to collect initial

information of all initiatives before official

kick-off

• Strong competency of business analysis and

change management are required and need

to be trained


Reinforce

BA team and

engagement model

Course of action


Lessons learned

• Need both Business Architect and Business Analyst

(Project based) roles to realize total optimized

business transformation

• Need to build “Organizational” and “Individual” BA

capability

• Rebuild BA Engagement Model

• Rebuild BA resource capability

New engagement model


Business

Process

Architect

Business

Architect

Business Managements/SMERunning business

×

Architecting specific

business vertically

Architecting business

process horizontally

Business

Analyst

(Project

BA)

Drive business

transformation

program/project

activity

Governance &

Future blueprint ×Change

implementation

Integrate 2 key processes

for transformation

Connect 2 key processes and IT operation


Business

Process

Architect

Business

Architect

Business

Analyst(Project BA)

Demand

Management

Process

Project initiation -

Implementation

MRP

Annual Plan

Solution

Dev org.

(IT Group)

PJ

• Roadmap

• Budget

PJ

Information sharing

• Pipeline

• Resource

• PPM

PJ

PJ

• Realize change

of business

• System

implementation

Operational support for Business Process Architect


Business

Process

Architect

BP Vision, Process governance review,

BP change control decision-making,…

Maintain the process map,

Organize BP Change Control Meeting,…

2 Roles

• Plan

• Governance and control

• Decision-making

• Process Maintenance

• BPM Operation

BPM

Supporter

(BA COE)

Build COE (Center Of Excellence)


Business

Process

Architect

Business

Architect

Business Managements/SMERunning business

×

Architecting specific

business vertically

Architecting business

process horizontally

Business

Analyst

(Project

BA)

Drive business

transformation

program/project

activity

BA COE

Support BA activity

Provide resource

Organizational BA Supporting group

Role of COE (Center Of Excellence)


BA COE (Center Of Excellence) as

Organizational Capability Development Engine

On site

BA

Verification&

Advisory

BA Methodology & Knowledge

BA Tool

BA

Resource

Development

Practical skill categorization for BA resource


Business Knowledge

Business AnalysisTechnical Skill

IT Knowledge

Project ManagementTechnical Skill

•Business analysis planning and controlling•Management of change implementation

•General IT knowledge to communicate with engineers

•Solution evaluation

•Elicitation (Facilitation, Workshop, Active listening, etc)

•Modeling•Documentation, Presentation•Human skill

•General and wide business knowledge

•Deep dived business knowledge of specific domain

Expected skills for each role


Business Knowledge


IT Knowledge


Business Knowledge


IT Knowledge


Business Knowledge


IT Knowledge


Business Architect Business Process Architect

Business Analyst (Project BA)

Anchor skill(Primary)

Core skill(Secondary)

Supporting

Legend

Identified 3 types of candidates for Business Analyst


Business Knowledge


IT Knowledge


Business Knowledge


IT Knowledge


Business Knowledge


IT Knowledge


Business SME familiar to project

activities

System requirement analysis role in

system design & development team

System Project supporting PMO

Select high potential candidates and transform their skills

How do we develop senior Business Analyst?


Junior/MiddleBusiness Analyst

SeniorBusiness Analyst

• Change Agent

• Drive the change

• “My problem”

• Facilitator/Coordinator

• Elicit and model requirements

• “Their problem”

Big

Chasm

Competency development necessity for Senior Business Analyst


Perf

orm

an

ce

Experience

Growth of Knowledge

Growth of Skills

Growth of competency（Personal attitude）

Need to open

the gate

Senior

BA

Junior/Middle

BA

How do we develop senior Business Analyst capability?


Team

discussion&

awareness

Individual’s

activity

Reflection

Short

Cases

Frame

work

Senior Business Analyst(“Change Agent”)

development Program

Recognize

role

Self-

awareness

Accept

responsibility

Commit

ment

Gain change of behavior through

accepting role and responsibility

Gain different ideas

and awareness


Develop BA

community as a

platform for

governance

How do we buy in global colleagues?


Platform of

knowledge sharing

Platform of

collaboration

Platform of

governance

• Identify local BA team

• Share HQ intention

and gain mutual

understanding of

context and practice

• Global tour and global

BA summit meeting

• Start small joint

Working Group and

assign WG leader

globally

• Start to share the role

globally

• Select the best

practice and develop

global standard

• Create unified global

community (same

vision)

• Establish the

foundation of global

governance

WGWG

Unified

CoP

How do we buy in global colleagues?


Platform of

knowledge sharing

Platform of

collaboration

Platform of

governance

• Identify local BA team

• Share HQ intention

and gain mutual

understanding of

context and practice

• Global tour and global

BA summit meeting

• Start small joint

Working Group and

assign WG leader

globally

• Start to share the role

globally

• Select the best

practice and develop

global standard

• Create unified global

community (same

vision)

• Establish the

foundation of global

governance

WGWG

Unified

CoP

Internal

Change Management- Shift Local mind-set to

Global mind-set -

Create BA Eco System


BA CoP

(Community of Practice)

BA Vision & Governance

BP Architecture

BPM

BA COE

BP Reform

(Project)

BA Operation Process

TRUST

Knowledge/

Resource Pool

Resource

knowledge

BUBU

BU

BPM

Support

Feedback

Project

Support


Summary

Summary


• Business transformation requires both total optimizing

architecture capability and change realization capability

• Business Architect as Change Leader and Business Analyst

as Change Agent are 2 essential driving forces for business

transformation

• BA COE drives the growth of people and knowledge

• Business process governance and management process

work well on good BA community environment


Thank you!

KOJI SHIOTA [email protected](e-mail)

shiotakj(Facebook)

mailto:[email protected]

case study: challenges and success factors in …€¦ · · 2015-10-27in establishing value...

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