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David Mantica
ASPE Inc.
IIBA Lexington, KY
Wednesday, August 19th
BA Role or Skill:
Agenda
• A look at the SDLC – Crossing the Chasm
– Decisions in SDLC
– Overview and Roles in the SDLC
– The Challenge
– Model of the Challenge
– Need
• BA brief history– What is it
– Growth
• Disruptions – Agile
– PMI PBA
• BA Evolution model– BA evolutionary model
– Moving to being a trusted advisor
– The outgrowth of the PM role • What is a PM to do?
– Career Path
– Trusted Advisor pathway
THE SDLC
Section One
A Picture of the SDLC
The “Chasm”
Business Analysts
Project Managers
“Translators”
The Business Camp The Technical Camp
Internal Business Customers
“Biz Talk”
IT Department
“Tech Talk”
Systems and software must reflect the needs of your business functions and your goals.
Mission
Business Environment
Goals
and
Objectives
Projects
Business Needs/
OpportunitiesIT Needs/
Opportunities
STAKEHOLDERS
RESULTS
Vision Values
Overview of the SDLC
• SDLC = Systems and Software Development Lifecycle– Methodology used to build software or systems
– Positions in-between the business and hard core IT
– Organization that develops software and business systems for an organization
• Positions in the SDLC can include:– Process modeling (BPM)
– Requirements Elicitation (BA)
– Project / Portfolio Management (PM)
– Testing (QA, QC, Testers)
– Systems Architecture (EA)
– Developers/Programmers
SDLC Overview“In Project”
Phases
Roles Initiation
Planning /
Requirements
Design /
Development Testing
Acceptance /
Deployment
Project Sponsor
Approve project
Allocate funds
Charter project
Approve Plan
Approve changes
Approve changes
Approve changes
Project Manager
Investigate constraints
Write charter
Begin WBS
Populate WBS Complete plan
Monitor & control
Manage changes
Monitor & control
Manage changes
Monitor & control
Manage changes Close project
Customer
Identify need
Request project
Identify high-level
requirements
Identify requirements Approve
requirements
Evaluate design
implications
Evaluate implementation
Approve changes
Evaluate defect
implications Approve changes
Acceptance testing
Evaluate defect
implications Approve changes
Accept product
Business
Analyst
Analyze need Investigate options
Study feasibility
Recommend approach
Document deliverables
Identify BA tasks
Document
requirements Finalize
requirements
Validate design implications
Validate
implementation Maintain
requirements
Triage defects
Maintain requirements
Support acceptance testing
Triage defects
Maintain requirements
Support deploy-ment & training
Software Testers
Identify testing tasks
Estimate effort
Design test strategy
Develop test cases,
data, etc Change tests
Test software Test system integration
Report defects Test changes
Support acceptance testing
Document defects Test changes
Software Developers
Identify development
tasks Estimate effort
Design software
Develop software
Unit test Software integration
Implement changes
Deploy to test
environment
Correct defects Implement changes
Deploy to acceptance
environment Correct defects
Implement changes
Deploy product
Defining Our Challenge
• Our development teams are building something that doesn’t exist.
• The customer is attempting to describe what they imagine this non-existent product should be.
• Our developers then try to imagine what the customer is describing and the build the product they believe they heard the the customer describe.
• And finally, the first opportunity anyone has to truly see if the product built is one that the customer needs and wants is after development is complete.
How do I get what I want from my efforts?
Where does software development fit?
New Project Law: s + s + $ ≠ how Agile sees project world
Schedule: Scope: Budget:
‣ Project delivered within the timeframe originally identified
‣ No date slips
‣ Every milestone achieved
‣ Everything originally requested is delivered
‣ Everything delivered works perfectly as the customer requested, no bugs
‣ Did not spend a single cent more than originally estimated to spend
‣ Did not need any additional resources, hardware, etc. throughout entire project
on time all scope within budget
≠
happy customer
+ +
BA Brief History
• Software Engineers (very technical)
• Systems Analysts (Design Document)– Connected by Architect work
• IIBA BA vision (2003) – In project focus on need based on defined project
scope
• 2015 beyond “out of project” definition of need and understanding of business function– Enterprise Analysis / Business Architecture
Critical SDLC Position: BA
Position Overview
– Enterprise Analysis (business case)
– Project scope
– Process modeling
– Requirements Analysis, Elicitation, Management
– Converting from technical (systems) to business (functional) requirements
Position Profile
– Should act a lot like a Product Manager
– Should have solid user knowledge of system, power user
– Should be technical enough to “talk-the-talk”
– Much more concerned about outcome than budget, schedule or costs
– Must be able to state business case of system/software
Who or What Governs the BA Role
International Institute of Business Analysis (IIBA)
– www.iiba.org
– Started in Canada, now based in Atlanta
– 11 years old
– BA Body of Knowledge (BABOK) • Current version 2.0, but moving to 3.0 by late 2014 or early 2015
– Two certifications: • Certified Business Analyst Professional (CBAP)
• Certification of Competency in Business Analysis (CCBA)
– New PMI-PBA certification potential impacts
Overall
– Still in infancy
– Doers know it and love it. Companies don’t know what it is or offers
– BA position means something slightly different to different organizations
– BABOK 3.0 getting a lot of negative feedback
Growth in BA Role• Median pay: $76,200
Top pay: $109,000 10-year job growth: 22.1%Total jobs*: 544,400
• What they do all day? These tech experts keep companies caught up with the latest technology to improve efficiency and production. Better computer programs can mean big cost cuts for businesses, so IT business analysts are in high demand, especially these days. --J.A.
Source CNN Money
DISRUPTION
Section Two
Important Observation
VS.Plan-driven Development Adaptive Development
What is Agile??
• Transformational way of working
• Built on a foundation of principles and values– No one-inch-thick rule book
• From those values and principles come practices– Like daily stand-up, retrospective, story points, etc.
• Practices are organized into flavors– Agile “flavor” model on next slide
Highly extendable – very similar to open source Scrum is to Agile like Red Hat is to Linux
Agile in a Nutshell
The Mechanics of Scrum,
where does BA fit??
• First off, Iterations are work-specific, not role-specific
• Work specific BA actions include:– Chunk requirements into User Stories
– Provide input on need and prioritization of Stories
– Write non-functional test cases
– Perform non-function tests / acceptance tests
– Write specifics
– Write documentation / training
• In Iteration, work focuses on only one aspect of the BA skill set. In Agile a lot of the role is in and around Iteration zero
BA Role In Iteration
• IIBA (International Institute of Business Analysis)
– Sees the BA as a role
– Specific function in defining what is going to be done and how it is going to be done
• Agile (the way of working)
– Sees the BA as a skill
– Focused around writing and managing requirements and testing output at user interface level
• How does PMI see BA Work?
Is BA Work A Role or a Skill?
PMI-PBA Demographics and Certification Vision
• Based on the make up of the PMI-PBA designation PMI sees the BA as a skill
– It is something that can be added to a professional’s set of skills and tools
– Anyone in the SDLC and beyond can gain these skills based on their experience level
– The skills certified are tied to “in project” BA work
– The skills are transfer to what is needed in an agile production environment
The BA Evolutionary Model
BA Trends: “Out of Project”
1. Future State Modeling 1. Automation process and data flows
2. Enterprise Analysis1. Reviewing solution options
2. Business case development
3. Business Architecture1. Organization strategy and function by business unit
2. Planning organization adjustments based on automation / project goals before project execution
3. In-depth understanding of business capabilities and functions
BA Career Path
Moving into the role of Internal management consultant
Thank you!!!I appreciate your time.
David Mantica
President, ASPE Training
