© International Institute of Business Analysis © International Institute of Business Analysis™ Welcome to the IIBA ® Webinar Two options to connect: Option

© International Institute of Business Analysis© International Institute of Business Analysis™

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© International Institute of Business Analysis

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Vision and Mission

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


33

IIBA® GoalsStrategic Goals Create and develop

awareness and recognition of the value and contribution of the role of the Business Analysis Professional

Define the Business Analysis Body of Knowledge® (BABOK®)

Publicly recognize qualified practitioners through an internationally acknowledged certification program

Provide a forum for knowledge sharing

Operational Goals Ensure the long term

viability of the organization Enable sustainable growth

to support the establishment of the IIBA® as a worldwide organization

Ensure financial viability to support the implementation and sustainment of the IIBA® operational and strategic priorities

Consistently demonstrate value of the organization to IIBA ® constituents


The Strategic Business Analyst

Using Strategy to

Guide Project

Decisions


55

IntroductionKent J McDonald Program Manager BA background Experience in many industries Author, Stand Back and Deliver


66

IntroductionTodd Little Sr. Development Manager

Landmark Graphics Petroleum Engineer, Developer,

Product Manager, Program Manager, etc.

Author, Stand Back and Deliver


77

Description: Introduce the Purpose Alignment

Model.Desired Outcomes: Make organizational strategy

accessible Use strategy to guide decisions Improve business value models

Introduction: The Strategic BA


88

Introduction: Agenda Welcome and Introduction About the IIBA®

The BA’s Role The Purpose Alignment Model Implementing the PAM Some Examples


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All I Want From LifeEveryone makes decisions that are aligned with strategy.

Everyone makes decisions that properly use resources.

We use these decisions to win in the marketplace.


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Whither Strategy?Strategy has different meanings to different People

Michael Porter’s definition: Strategy = Sustainable Competitive

Advantage


1111

The BA’s Role

The Fundamentals

Business Analysis Planning

Requirements Management and Communication

EnterpriseAnalysis

Elicitation RequirementsAnalysis

SolutionAssessmentAnd Validation


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How Can This Be Strategic?Most companies cannot articulate their strategy.

Therefore, how can a BA use strategy to improve decision making?

How best to utilize resources is subjective.Sadly, BA’s are toast.But wait . . .


1313

What if There Were...A simple to understand,Easily communicated,Immediately implementable,Way to articulate and use strategy to improve decision making?


1414

There Just Might Be...The Purpose Alignment Model (PAM).This model views business processes, business rules, and, therefore, requirements in two dimensions: The extent to which they differentiate us

in the marketplace. The extent to which they are mission

critical.


1515

The Purpose Alignment Model


1616

In Practice

DO WE TAKETHIS ON? INNOVATE,

CREATE

MINIMIZE /ELIMINATE

ACHIEVE AND

MAINTAIN PARITY, MIMIC,

SIMPLIFY


Applicable at all LevelsCorporate Strategy

Product Strategy


1818

A View of Strategy - Apple

ATT

NEW PRODUCT DESIGN USER EXPERIENCECONTENT DISTRIBUTION

MS OFFICEINTEL HARDWAREOTHER SOFTWARE

PERIPHERALS


1919

A Product ExampleERP project to replace legacy system.Legacy sequence of data entry:

Name, Telephone, AddressERP sequence of data entry:

Name, Address, TelephoneBusiness requirement was to customize ERP sequence to match legacy sequence


2020

Using PurposeIs data entry sequence here?

or here?

or even?


2121

Project Example (Real Life)

ANYTHING

HERE?

WHAT GOES HERE?

ANYTHIN

GHERE?

MOST AREUSUALLY

HERE

Where do the planned features reside on the PAM?


2222

Graphically - BeforePROJECT TRACKINGDOCUMENT MGMTDOCUMENT EDITDOCUMENT LIBRARY SEARCHEDGAR INTEGRATION

NOT MUCH HERE - NIH

NOT MUCH HERE EITHER

OF COURSE OUR IDEAS ARE IMPORTANT


2323

Graphically - After

PORTAL DOCUMENT EDIT

PROJECT TRACKINGDOCUMENT MGMTDOCUMENT LIBRARY SEARCHEDGAR INTEGRATION


2424

Project Example (Real Life)

ANYTHING

HERE?

WHAT GOES HERE?

ANYTHIN

GHERE?

MOST AREUSUALLY

HERE

Result: Better product in half the time and 40% cost reduction.


2525

The Key to Using PurposeWhat simple decision filters can we use to identify what is “Differentiating”?

These decision filters should link to strategy (in fact, are a good way to define and articulate strategy).

These decision filters are powerful tools in the hands of a BA.


2626

Linking BA Role and PurposeAnalyze the enterprisearticulate strategy

Elicit meaningful requirementsself-filtering

Analyze requirements differentiating / parity?


2727

Linking BA Role and PurposeAssess and validate solutionsWhat makes us best at differentiating? How can we simplify and streamline parity?

Manage and communicate requirementsSimple question – differentiating or parity?

Analyze business plansGaps provide project roadmaps


2828

Example: Custom Pricing EngineCurrent business rules require multi-dimensional pricing. Imagine 6 dimensionalTo get to price, find the right combination:


2929

Pricing EngineBusiness rules: pricing as “Differentiating”.Decision filters identified products (not pricing) as differentiating.

Pricing is “Parity”. Uniqueness is wasted. How to simplify and streamline?

Solution: Standard product pricing with standard discounts

based on past year’s dollar volume and promotions. No customization.


3030

Example – Split PaymentseCommerce and catalog order management system supported split payments?

Split what? Pay with a combination of credit cards (as many as you want).

Required a significant customization. Are split payments differentiating or parity?


3131

Split PaymentsDifferentiating includes product selection and customer service.

Not so fast, if differentiating,Let’s advertise!

Treat exceptions like exceptions.

Inelegantly handled with standard functionality.


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Fine, How Do I Start?

Present the model

Define the decision criteria

Distill to simple questions

Make better decisions

Example Questions:Will this lower lifetime cost?Will this lock up long contracts?


Driving to Better Decisions


3434

Lessons LearnedEmphasize (all the time) the mission critical nature of parity.

Purpose is not priority.What is both differentiating and parity changes over time.

The more distributed the decision filters the better the results.

Purpose shifts the burden to behavior change.


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One Last Example - Payroll

LG

BP

CP

One Payroll

PAM: Payroll = Parity (15 minutes)Net result, one system, one set of rules,standard codes and process.


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Did I Get What I Want?Everyone makes decisions that are aligned with strategy the decision filters.

Everyone makes decisions that properly use resources designing around purpose improves resource use.

We use these decisions to win in the marketplace by making the differentiating truly differentiating.


3737


www.theiiba.org | blog.theiiba.org | [email protected]

Todd [email protected]

Kent McDonaldwww.knowledgebridgepartners.com

[email protected]


3838

IIBA Community NetworkThe Community Network allows BA Professionals to easily share their ideas and experiences with others around the world.

Features include: Personal Member Pages Groups Event Calendar Forums Library

Visit the Community Network today!

http://community.theiiba.org

Discuss this webinar

http://bit.ly/IIBAOct09


Next WebinarAn Introduction to Process Modeling

When: Tues. Nov. 24 at 8pm ET Who: Kevin Brennan, VP of P.D., IIBA Discussion points:

How to develop a model How to identify and incorporate sub processes into your

model How to model decisions or alternate paths through a

process flow.

Register now at www.theiiba.org

Documents

© International Institute of Business Analysis © International Institute of Business Analysis™ Welcome to the IIBA ® Webinar Two options to connect: Option