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International Institute of Business Analysis
Chapter Kick-off The Journey to Professional
Excellence
Greater Rochester, NY
January 2009
www.theiiba.org2
Agenda
Overview of IIBA Journey Future Direction
What is Business Analysis? IIBA Goals
The Business Analysis Body of Knowledge
Business Analysis Certification Networking
Value of Membership
www.theiiba.org3
International Institute of Business AnalysisTM
Develop and maintain standards for the practice of business analysis and for the certification of its practitioners
IIBA is an international not-for-profit professional association for business analysis professionals.
VisionThe world's leading association for Business Analysis professionals
Mission
IIBA Strategic Goals
www.theiiba.org4
www.theiiba.org5
IIBA Journey – Key Milestones
Inaugural meeting – October 2003 Official Founding / 1st AGM –
March 2004 (in Toronto) Version 1.4 BABOK® – October
2005 3rd AGM / Version 1.6 BABOK® –
July 2006 Incorporation – May 2006
(Canada) 1st CBAP® exam – November 2006 CBT version of CBAP® exam –
September 2008
www.theiiba.org6
IIBA™ Journey – Growth
What have we done & where are we going?
March 2004
March 2005 Dec 2005 July 2006 Oct 2008 Dec 2008
Members 37 181 1091 2300 7437 8000
Chapters 1 21 42 66 (70) 81
Countries 2 3 18 36 56 60
What have we done & where are we going?
Jan 2007 Mar 2007 Apr 2007 Dec 2007 Oct 2008Dec 2008 Forecast
CBAP’s 16 19 37 230 458 700
www.theiiba.org7
What is Business Analysis?
Business Analysis is about understanding: How an organization works? Why the organization exists? What are its goals and objectives? How does it accomplish those objectives? How does it need to change to better accomplish those
objectives or to meet new challenges? It is about defining the scope of solutions
www.theiiba.org8
Business Analysis Body of Knowledge®
Identifies currently accepted practices
Recognizes business analysis is not synonymous with software requirements
Defined & enhanced by the professionals who apply it
Captures the sum of the knowledge required for the practice of business analysis as a profession
The Business Analysis Body of Knowledge®
KNOWLEDGE AREAS PURPOSE
Business Analysis Planning & Monitoring Determine what we need to do
Enterprise Analysis Understand the business problem & scope of possible solutions
Elicitation Find out what the real needs of our stakeholders are
Requirements Analysis Describe the characteristics & qualities of the solution the meets the stakeholder needs
Solutions Assessment & Validation Determine whether a particular solution is right for our stakeholders
Requirements Management & Communications
Ensure that stakeholders agree on what needs to be delivered
www.theiiba.org9
www.theiiba.org10
The Certification Program
Designation Certified Business Analysis
Professional (CBAP®) The IIBA Certification will
Recognize individuals with an advanced level of knowledge and qualifications
The Program Certification program designed
around global standards (ISO 17024)
Note: Education Provider certifications will not be recognized as a substitute to IIBA certification
www.theiiba.org11
To Qualify for the Exam
Certification Entrance Criteria Five years work experience in
past 10 years or 7500 hours of experience
Experience in 4 out of 6 knowledge areas
High school equivalent education
Two references 21 hours of professional
development
Value of IIBA Membership
www.theiiba.org12
Recognition by a Professional Association•Use of membership logo•Membership card and certificate
Networking•Online forums •Chapters
Discounts•BABOK® Publications
•CBAP ® Certifications•Conferences
Information Collaboration•Newsletters•Online Forums•Job Postings•Surveys•Webinars
Contribute to the Viability & Growth of the IIBA
www.theiiba.org13
Value of Local Chapter Membership
Networking with other business analysis professionals
Mentoring opportunities Informational speakers
on relevant topics Exposure to tools and
techniques
www.theiiba.org14
Starting your Chapter
Hold a kick-off meeting to organize with at least 15 IIBA members Review Petition Process to
the IIBA Select temporary
Chairperson for the Chapter Discuss Next Steps Confirm level of interest Exchange contact
information Determine next Meeting
logistics
www.theiiba.org15
Starting your Chapter Complete Chapter petition and Chapter
bylaws Have a minimum 15 IIBA members in good
standing Develop bylaws to meet provisions of IIBA
bylaws (chapter 6 of chapter start-up kit) Incorporate local jurisdictional rules for
setting up your organization as a not-for-profit
Obtain a letter of assurance from a lawyer that chapter bylaws adhere to laws of jurisdiction
Agree and sign affiliate agreement Agree and sign license agreement (in
process) Petition IIBA for Chapter recognition
Support for Your Chapter
Chapter CouncilCo-Chairs: Glenn Brûlé, Kitty Hass
Chapter Development Committee Mark Holmes, Suzanna Rawlins- Financial accounting and reporting- Membership recruiting/record keeping- Sponsorship recruiting/record keeping- Communication - Marketing- Technology and tools- Chapter-level professional developmentCompliance to process requirements
Chapter Governance Committee
Kitty Hass
Chapter Start Up Committee Carol Lapp, Tracy Cook- Petition - Bylaws - Charter- Website - Email- Not-for-Profit statusCompliance to Start Up procedures
Chapter Governance and Council Structure
December 2008
Meets every other Thursday, 6-7:30 PM ET
Mandate:- Assists establishing, developing, sustaining chapters- Represents interest of chapters to the IIBA- Defines chapter operating policies and procedures- Provides reporting on chapter activities and progress- Informs chapters about the IIBA activities- Oversees and participates in Chapter Council sub-committees
Meets monthly on 2nd Tuesday 8 PM ETMembers:Kathleen Barrett. CEOIndy Mitra, Head of Operational ComplianceGlenn Brule, VP ChaptersDavid Hansen, Head of International DevelopmentJulian Sammy, Chief ArchitectKitty Hass, Chair, Governance Committee
Mandate:- Oversees and supports development and sustainment of chapters- Oversees the Chapter Council structure- Manages chapters succession planning and sustainability- Acts as the custodian for chapter value proposition- Manages issues and risks associated with governance of chapters
Chapter Growth Committee Jonathan “Kupe” Kupersmith- Legal status (incorporation, taxes)- Growing membership- Growing sponsorship- Succession planning- Issue/risk management- Change management- Consistent compliance to audits
Regional Forums Glenn Brûlé, David Hansen
Regional Directors hold periodic meetings to manage region-specific issues and concerns and coordinate regional professional development events
Regional DirectorsInternational John Katsiris
USET Chip Schwartz, Aminah NailorUSCT Crystal Perry
USMT/PT Kelly WinquistCanada Brenda Boon, Don Conly, BettyLynn Mueller
www.theiiba.org17
2009 & Beyond
Additional Membership Categories Corporate Global
Additional Certifications New Product offerings
Publications Advisory Services /
Research Mentoring BA Tools and Templates Special Interest Groups Corporate Accreditation
Current Business Environment• Economic environment
is collapsing• Adaptability and agility is the latest call
to action• Success is the only option - no time
for do-overs• Success requires a plan and approach
that is executed flawlessly with expert skills
Why Now?
Current State of IT
A Legacy of Complexity Multiple, inflexible systems
functioning together Unproven technology Multiple products from
diverse contractors Complex project teams Political sensitivity Outsourcing
Emerging Trends BT Synchronization, ITSM, ITIL Adaptive approaches
Agile development Incremental delivery
Complexity-reducing design techniques
Limit interrelationships of system components
Solution design tools
New technologies SOA, BPM, Web 2.0, Unified
Communication, SaaS, Cloud Computing
RM, Auto Test Tools
Current State of IT Projects
Source: The Standish Group Project Resolution History
10%
15%
20%
25%
30%
35%
40%
45%
50%
55%
60%
1994 1996 1998 2000 2004 2006
Successful Projects
Failed Projects
Challenged Projects
Nearly 2/3 of IT projects fail
or are challenged
Root Cause: Gap in BA Capabilities
Ambiguous and inadequate requirements Most failures attributed to deficient
requirement practices Inadequate focus on business
strategy Inability to prioritize and allocate
resources based on business value Inadequate business involvement Questionable business alignment Unclear business benefits
Research Findings: > 41% of new
development resources are consumed on
unnecessary or poorly specified requirements
Source: Keith Ellis, Business Analysis Benchmark Study, The Impact of
Business Requirements on the Success of
Technology Projects, IAG Consulting, 2008
What is the Risk of Not Doing BA?
The delivery does not meet the business need…
www.theiiba.org23
…Often with Significant Financial Impact
Failed state DMV projects $45-67M
CONFIRM rental car project $165M
Automating insurance policy processing $50M
EuroDisney $4B
FBI’s Virtual Case Mgt. $170M
Denver International Airport 16 mo. delay / $1.5B overrun
Boston’s “Big Dig” Central Artery/Tunnel Project $2.6B - finished over $14.8B
Our Challenge: Close the Gap in BA Capabilities
Analyze business problems and opportunities
Develop business case for new business solutions
Define and manage requirements throughout the project cycle
Measure business benefits
The Business Analysis Professional
Performs many roles Analyst Facilitator Negotiator Artist / Architect Planner Communicator Diplomat Expert / Consultant Strategist Revolutionary
Business Analyst Flavors
A “jack of all trades”, performing multiple roles e.g., business analyst, project manager, tester, etc.
Possesses solid or advanced business subject matter expertise e.g., capital markets
Hybrid Practitioner
SME or Domain Practitioner
Consulting Practitioner
Possesses advanced skills in enterprise knowledge areas e.g., process, strategy business case development, domain expertise
Generalists
www.theiiba.org27
The Typical Business Analyst
40 years old Well educated Paid $78K per year Hails from IT More than 5 years
experience performing BA functions 36% > 10 years
Analysis skills acquired on the job
Disturbingly, they report Most of their projects do not
deliver all requirements Source: The New Business Analyst: A Strategic Role in the Enterprise,
November 2006 Evans Data Corporation Research Study
Ambiguity in the BA Role
Business Analysis 29.3%
Project Management 18.7%
Developer, Engineer, Development Lead
15.4%
Subject Matter Expert, Domain Expert
13.5%
Tester, Test Lead 10.1%
Other 13.0%
Source: The New Business Analyst: A Strategic Role in the Enterprise, November 2006 Evans Data Corporation Research Study
Conclusion: there is a need for Business Analyst competency and career path definition
Business Analyst Competencies
CommunicationCommunication AnalysisAnalysis ImplementationSkills
ImplementationSkills ConsultingConsultingDomain
Knowledge
Domain Knowledge
Facilitation Negotiation Conflict Management Formal (presentation,
documentation)
Logic Decision Analysis Process & Data Modeling Systems Thinking
Relationship Management Strategic Planning Coaching Skills Delegation and
Management Skills
IT Knowledge Process Change Organizational Change Quality Assurance Project Management
Products Processes Markets Systems
Business Analyst Career Path
Level Proficiency Responsibilities Competencies
Strategic Ability to perform strategic tasks with minimal direction
Strategic PlanningEnterprise AnalysisMentoring
Business & IT StrategyProgram and Portfolio Mgt.Systems Engineering, BPR, Six SigmaEnterprise ArchitectureBusiness Case Development
Senior Ability to perform complex tasks with minimal coaching
Elicit, Analyze, Specify, Validate, Manage Requirements
Business & IT DomainsProject & Program Mgt.Systems Engineering, BPR, Six SigmaRequirements Engineering
Intermediate Ability to perform simple-to-moderately complex tasks with minimal assistance
Elicit, Analyze, Specify, Validate, Manage Requirements
Business &/or IT DomainProject ManagementBPR, Six SigmaWorkshop FacilitationRequirements Modeling
Associate Ability to perform simple tasks with assistance
ScribeSimple modelsHelp Desk support
PM/BA PrinciplesBPR, Six Sigma PrinciplesBusiness Writing
Organizational Placement
Level Organizational Placement
Strategic Part of an enterprise-wide PMO or center of excellence with a strategic focusWorking on pre-project analysis, serving as BA for strategic initiatives, and managing projects for value
Senior • In IT (67%)• The business may not take ownership of problems
• In BU (10.8%) • Difficult for BAs to feel like a “community of practice” and
hard to manage BA standards and improvements
Intermediate Usually placed in IT
Junior Usually placed in IT
Where is the BA Profession Heading?
• Finance• Consumer
Products• Energy• Manufacturing• Construction • Others ….
• Product• IT Software• IT Infrastructure
• Process• Data• Elicitation• Negotiation• Strategy• Others …
Ind
ust
ry
Function
Competency
The profession will mature along three axis
Industry
Competency
Function
The Developing Marketplace
Transition from Today’s Breeds of BA…
IT Oriented Improve operations
through changes to technology
Mostly generalists as opposed to: Information BAs Process BAs Experience BAs (usability)
Source: Carey Schwaber and Rob Karel, The New Business Analyst, Forrester Research, Inc., April 8, 2008
Business Oriented Improve operations through
changes to policy and process
Mostly functionally focused: Finance HR Manufacturing
…To Tomorrow’s Breed of BA
Business / Technology Analysts Convert business
opportunities into new business solutions
Translate strategy into process and technology change
Cross-functional and cross-domain experts
Source: Carey Schwaber and Rob Karel, The New Business Analyst, Forrester Research, Inc., April 8, 2008
Business Architects Keep the business and
IT architecture in synch Architect
Current state (as-is) Future state (to-be) Gap in capabilities
needed to achieve the future vision
Driving Business Analyst Maturity
Maturity
Knowledge, Skill, Experience
Tactical
Strategic
Business Drivers Strategic business
flexibility Enterprise initiatives Service-oriented
Architecture (SOA) Business enablement Dynamic Business
Applications that are Designed for people Built for change
What Will Tomorrow’s BAs Do?
Enterprise Analysis
Business architectureOpportunity analysisProblem analysisSolution feasibility analysisBusiness case developmentSolution assessment and validation
Requirements
Management
PlanningElicitation DefinitionAnalysisSpecificationValidationChange managementCommunication
Organizational Change
Organizational readiness Organizational change managementBusiness artifacts: business policies, procedures, rules, training, retooling, restructuringBenefits measurement and management
What is Needed to Build BA Capabilities?
Framework Environment Resources Business Alignment
Standards & Methodologies
Organization & StructureCompetency/ Career
DevelopmentEnterprise Analysis
Metrics Governance Training & DevCustomer Relationships
Tools AssessmentTeam Dev
Virtual TeamsBusiness Benefit
Management
Knowledge
Management
Where is the BA Profession Heading?
Center of Excellence
“StrategicAlignment”
Community of Practice“Support”
BA Practice“Maturity”
BA CoE: One Size Does Not Fit All
Age of Product Lines
Marketplace StabilityCompetition
Number of EmployeesGeographic Dispersion
Number of Product Lines
Marketplace Uniformity
Established product lines & stable markets require limited business analysis
Competitive and developing markets have a critical need for highly experienced generalists and specialists in the competency domain (e.g., strategic, marketplace analysis)
Larger organizations can support higher levels of specialization
Smaller organizations may be more dependent on generalists and hybrid BAs (i.e., possess knowledge across multiple professional domains)
Multiple product lines may require a combination of generalists and highly specialized individuals
Highly specialized industries or niche markets will require specialists
MATURITY SIZE DIVERSITY
Organizations need for BAs = (maturity, size, diversity)
How Can We Join Together to Increase the Value of Business Analysis?
Influence and contribute to the profession of Business Analysis Determine the direction of the profession Demonstrate support of the profession of business analysis at
chapter level and within your organization
Ensure the viability of the IIBA Create critical mass of members Recruit corporate sponsors Drive brand awareness and value associated with the IIBA as the
source of information on business analysis Drive brand awareness and value associated with the CBAP
designation
International Institute of Business Analysis
On Behalf of IIBA Executive Team and All of Our
Volunteers
Thank You!
Kathleen B. Hass
Director at Large
Rochester Chapter Formation
Kickoff
Meeting
January 15, 2009
ROCHESTER, NYChapter
43 © International Institute of Business Analysis™
Agenda
Welcome and Introduction Interim Board of Directors
Chapter Formation Process and key steps Companies interested
Chapter Plans Chapter Needs
Joining Chapter Petition Volunteering
44 © International Institute of Business Analysis™
Interim Board of Directors
President: Phyllis Carroll, PaychexVP Communications: Chris Gangai, CIBERVP Finance: Don Solan, CIBERVP Marketing & Technology: Bob Rowley, Wegmans Food MarketsVP Professional Development: Denette Mitchell-Perez, Citigroup
45 © International Institute of Business Analysis™
Companies
Local companies interested in the formation of our chapter
CIBERWegmansPaychexCitigroupXeroxElement KThe Hartman GroupNixon Peabody LLP
Preferred Care/MVP HealthcareM&T BankCroop-LaFrance @ ExcellusTelperion Solutions GroupRITU of RSentry SafeManagement Solutions Group
46 © International Institute of Business Analysis™
Chapter Planning What our chapter will provide
Chapter shall provide meetings monthly Meetings shall be scheduled at various times and days of the week Meetings shall cover (but not limited to):
Best practicesTips and ToolsCase StudiesPanel DiscussionsCertification Overview
Chapter members shall have a discounted event fee
Establish networks and build relationships with other
professional organizations
47 © International Institute of Business Analysis™
Chapter Needs
What are we asking of you… Join IIBATM ($95 per year)
Join our chapter $25 per year, prorated based on IIBA renewal date Fee covers chapter’s expenses for speakers, facilities, professional services
from Auditors and Attorneys
Provide your ideas Volunteer for chapter opportunities Attend chapter meetings Help get the word out
48 © International Institute of Business Analysis™
Next Steps
Current members…sign the Chapter Formation Petition
Interested tonight? Sign the volunteer sheet!
Visit the chapter’s website for volunteer information
HTTP://ROCHESTERNY.THEIIBA.ORG
49 © International Institute of Business Analysis™
Q & A
Questions can be sent to:
Thank you for supporting our plan to become the Rochester, NY Chapter of the IIBATM!