2/8/2011 ACHIEVING TRUE BA COMPETENCY: FOCUS ON THE ORGANIZATION, NOT JUST THE PEOPLE DOUGLAS JACKSON, VICE PRESIDENT DOREEN EVANS ASSOCIATES 1

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Text of 2/8/2011 ACHIEVING TRUE BA COMPETENCY: FOCUS ON THE ORGANIZATION, NOT JUST THE PEOPLE DOUGLAS...

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  • 2/8/2011 ACHIEVING TRUE BA COMPETENCY: FOCUS ON THE ORGANIZATION, NOT JUST THE PEOPLE DOUGLAS JACKSON, VICE PRESIDENT DOREEN EVANS ASSOCIATES 1
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  • Todays Presentation Purpose: Show how Business Analysis Competency can be justified and established within your organization. Presentation Goals: Show how you can make the case for BA Competency Show why the findings and business case should become the charter for your BA Competency effort Emphasize the value of communication mechanisms to realize BA Competency. Limit: 1 hour: 35 minute presentation, 25 minutes for Q/A 2
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  • About Doreen Evans Associates, Inc. Founded in 1992 with a single focus to provide a solution to the requirements problem DEAs only business (20 years in February) is as a provider of Business Analysis Solutions Providing experienced business analysts to work on client projects Helping our clients establish a business analysis best practice discipline Endorsed Education Providers (EEP) of the IIBA Blueprint Strategic Partner Douglas Jackson, CBAP Vice President www.doreenevans.com LinkedIn: http://www.linkedin.com/i n/douglasjackson http://www.linkedin.com/i n/douglasjackson Presenter: 3
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  • What is BA Competency? Business Analysis Competency is the set of people, process, technology and organizational capabilities which will be need to effectively implemented to ensure mature business analysis practices within the organization. 4
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  • Why is BA Competency Needed ? If you are on this webcast, you likely are a competent business analyst, Because you are a Blueprint client, you have a strong technology foundation in place, Good things are happening 5
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  • BA Competency Benefit so BA Competency is really about getting your organization to adopt the business analysis discipline to achieve its organizational objectives in a consistent, repeatable, and scalable way 6
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  • The Requirements Mess 7 Analysts report that as many as 71% of software projects that fail do so because of poor requirements management, making it the single biggest reason for project failure bigger than bad technology, missed deadline or change management fiascos 7
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  • Project Risks 50 60% of projects fail to meet the needs of the business costing US businesses at least $30B every year!!! 53% of projects cost 189% of their original estimate 56% of software defects can be attributed to requirements Standish Groups 2009 CHAOS Report Forrester Research 8
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  • A Holistic, Integrated Approach People Making sure the right people are continuously educated on the latest practices Process Ensuring a defined process for requirements definition, collaboration and management in is place Technology Ensuring a common set of tools is in place for requirements and that there is education approach which supports the toolset Products Managing product information (rules, lifecycles, etc) are when changes are made within the organization Organization Ensuring integration takes place between the BA roles and those of the PMO, Architecture team, Strategy, and product management (governance) 9
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  • Pilot Projects Establish BA Competency: A Proven Roadmap Discovery / Planning Making the Case Discovery / Planning Making the Case BA Competency Development Projects BA Competency Improvement Institutionalization BA Competency Establishment Project BA Competency Improvement Program Area of Focus Today- If this part is done right, rest will be much easier Area of Focus Today- If this part is done right, rest will be much easier 10
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  • BA Competency Assessment - Stakeholder Checklist User Experience Product Management Enterprise Architecture PMO Development Testing BA Community Compliance Fill in blank here ___________ Very Important! Why? Because getting these folks involved early sets the foundation for BA Competency governance a critical component to ensure success for the program. 11
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  • Common Business Challenges 12
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  • Pilot Projects Step 2: Elicitation / Verification Discovery / Planning Making the Case Discovery / Planning Making the Case BA Competency Development Projects BA Competency Improvement Institutionalization BA Competency Establishment Project BA Competency Improvement Program Quantify the effect BA Competency will have on these objectives 13
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  • Techniques for Project Risk Analysis Understand the Project Portfolio Determine the causes of project failure / abandonment (causal factors) Map the business analysis practices that should be done and how they would reduce the risk to the related causal factor(s) Determine the cost to implement the practices Which costs less? Same approach, or Spend money to implement a BA discipline, reducing risk of additional project cost 14
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  • Use a Survey to Get Relevant Metrics from Stakeholders Key Questions to Ask: How many projects are abandoned? What was their value? How many ran significantly over budget? On average, by how much? How many ran significantly behind the promised delivery date? When are software anomalies (bugs, defects, etc.) found in the software development lifecycle? When project are abandoned, what would you think are the likely causes? Note: Need to link to goals 15
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  • Analyze Organizational Process 16
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  • Analyze the Process Do have a defined process that allows each work effort to define roles and responsibilities, determine usage of existing templates, evaluate best approach for business analysis activities given project characteristics ? Project Challenge Risk-o-Meter Sure 17
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  • Analyze the Process Can you show it to me? Project Challenge Risk-o-Meter Oh.then maybe we dont have a defined process 18
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  • Pilot Projects Step 3: Solution Requirements Discovery / Planning Making the Case Discovery / Planning Making the Case BA Competency Development Projects BA Competency Improvement Institutionalization BA Competency Establishment Project BA Competency Improvement Program Determine the BA Competency practices that fit the needs of your organization 19
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  • Document Risks 20
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  • Creating the Link Causal FactorFactor Risk Reduction of Better BA Practices* Examples of BA Practice Areas that would boost capability & reduce risk Lack of User Input8.80% 10%Business Context, Stakeholder Analysis, Requirements Planning Incomplete Requirements and Specifications15.00% 90%Process Definition, Requirements Traceability Changing Requirements and Specifications19.17% 85%Requirements Change Control Process, Elicitation / Documentation Lack of Executive Support3.63% 30% Scoping Analysis, Goals as Requirements, Linkage to Business Case Assertions Technology Incompetence5.63% 30%System Context, Requirements Flexibility for Build/Buy Lack of Resources9.50% 10%Scoping Analysis, Defined Requirements Process Support for SDLC and PMLC Unrealistic Expectations9.67% 30%Scoping Analysis, Requirements Visualization, Process Analysis Unclear Objectives8.07% 60% Linkage to Business Case Assertions, Goals as Requirements, Requirements Traceability (to Goals) Unrealistic Time Frames14.00% 10%Requirements Planning, Requirements Prioritization, Traceability New Technology5.70% 15%System Interface Analysis (early in process), Business Process Analysis Other0.83% naNeeds to be defined. 100% Weighted Quantified Risk Reduction (1 year engagement)44.3967% Benchmark Note: Per Gartner, Requirements are typically around 60 to 80% of the root cause of project failure * Percentage will be determined from DEA BACoE based on BPM with Pain Points BA Practice Implementation Will Reduce Risks to Identified Project Challenges 21
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  • Compare to Benchmarks 22 $15,647,161 $9,589,680 -------------- $25,236,841
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  • Create Discovery and Planning Deliverables E STABLISHING B USINESS A NALYSIS C OMPETENCY B USINESS C ASE T ABLE OF C ONTENTS S AMPLE E XECUTIVE S UMMARY BA C OMPETENCY P ROJECT B USINESS P ROBLEM S UMMARY A NTICIPATED O UTCOMES FROM P ROPOSED P ROJECT R ECOMMENDATIONS FOR I MPLEMENTING P ROPOSED P ROJECT P ROJECT J USTIFICATION B USINESS C ASE A NALYSIS T EAM C ORE T EAM S TAKEHOLDERS P ROBLEM D EFINITION P ROBLEM S TATEMENTS O RGANIZATIONAL I MPACT F INDINGS BA C OMPETENCY R ECOMMENDATIONS P ROJECT O VERVIEW BA C OMPETENCY P ROJECT D ESCRIPTION (P EOPLE, P ROCESS, T ECHNOLOGY, O RGANIZATION ) G OALS AND O BJECTIVES P ROJECT P ERFORMANCE / M EASUREMENT P ROJECT A SSUMPTIONS P ROJECT C ONSTRAINTS P ROJECT R ISKS / M ITIGATION S TRATEGY M AJOR P ROJECT P HASES / M ILESTONES D ISCOVERY / P LANNING BA C OMPETENCY D EVELOPMENT P ILOT P ROJECTS BA C OMPETENCY I MPROVEMENT BA C OMPETENCY I NSTITUTIONALIZATION S TRATEGIC A LIGNMENT BAC AND THE O RGANIZATION C OST B ENEFIT A NALYSIS OF P ROJECT M ETRICS / J USTIFICATION FOR U NDERTAKING P ROJECT P ROJECT A LTERNATIVES A NALYSIS A PPROVALS Process analysis findings Roadmap for moving forward Business case 23
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  • Communicate! DEA has found a key difference between success and failure of a BA Competency effort is related to one thing: A communication plan that is approved and used. 24
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  • Pilot Projects Step 4