BCS Business Analysis Events

7/28/2019 BCS Business Analysis Events

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Business Analysis

events

25th May & 19th June

2006


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Paul Turner


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Competencies the Demand sideEmployers and Jobs
http://www.bcs.org/server.php?show=nav.7849


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Qualifications the Supply sideEmployees and Training Providers
http://www.bcs.org/server.php?show=nav.6934http://www.bcs.org/server.php?show=nav.7849


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Standard definitions and approachesEmployers, Jobs, Employees and Training Providers


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Debbie Paul

Assist KnowledgeDevelopment

www.assistkd.com

Joint editor ofBusiness Analysis


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Our aim:

Best practice techniques

Pragmatic advice

Additional references

To support professionalism in

Business Analysis by providing:


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ITImprovement

ProcessImprovement

BusinessImprovement

Scope

Maturity

The development of Business Analysis


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Competencies of a

Business Analyst

Business knowledgeBehavioural skills andPersonal qualities

Techniques

Range of competencies


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Key techniques

ITImprovement

ProcessImprovement

BusinessImprovement

Strategy

Analysis

Systems

Thinking

Value chain

Analysis

Process

Modelling

Requirements

Engineering

Systems

Modelling


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Business Case

COMPETENCIES

Implementing Change

Managing the Information Resource

ITImprovement

ProcessImprovement

BusinessImprovement

Enabling business change


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Business Analysis - a key discipline

Defined standards

Greater scope and authority

Increasing professionalism


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Debbie Paul

Assist KnowledgeDevelopment

Joint editor ofBusiness Analysis


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Business change

management

Business analysis 3 4 5 6

Programme management 6 7

Project management 4 5 6 7

Business process testing 4 5 6

Change implementation

management

5 6

Organisation design and

implementation

5 6

Benefits management 5 6

Relationship

management

Stakeholder relationship

management

5 6

SFIAplus V3.0 - snapshot


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Business Analyst Role:

Skill Level Weighting

Consultancy 6 High

Technical Specialism 5 Low

Business Process Improvement 5 High

Change Implementation, Planning & Management 6 Medium

Methods and Tools 5 Medium

Organisation Design & Implementation 3 Medium

Stakeholder Relationship Management 5 High

Compliance Audit 3 High

Business Analysis 5 High

Data Analysis 4 Medium

Business Process Testing 4 High

Benefits Management 5 Medium


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Re-inventing

Business Analysis:

New skills?

Craig Rollason


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Industry Context

The IT profession needs to move from its

traditional role of technical solution supplier

to become a proactive business

transformation partner. Colin Thompson, BCS deputy chief executive and programme director for the

BCS professionalism in IT programme.

April 2006

(1) Outsourcing

(2) IT Projects on their own not enough


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Re-cap of BA Role Definition

An internal consultancy role that has the

responsibility for investigating business

systems, identifying options for improving

business systems and bridging the needs ofthe business with the use of IT.

From Business Analysis (2006), published by BCS.

Business BA Suppliers

Skills to be

business

transformation

partner?


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Project Design

Assess characteristics & decide approach and resources

needed to deliver business outcomes

Doing the right thingsStrategic Fit

Business Strategy

Technical (IS/IT) Strategy

Meets Investment Criteria (Business Case)/priority

Doing things rightSelection of appropriate analysis approach & tools

Right Resource CapabilitiesYou, Business Colleagues

Deciding the sourcing strategy & commercials


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Change Management

IT CHANGEOUTCOMES &

BENEFITS

Past & current

IT CHANGEBUSINESS

CHANGE

OUTCOMES &

BENEFITS

Current? & future


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Understanding Business Change

1. Culture

2. Desire

3. Capability

4. Process

5. Tools

Five Change Levels New IT

System

New

CEO

Six

Sigma

Recruit

Graduates


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Emotional Intelligence (EI)

EI: Set of skills, including self-motivation, empathy and

social competence in interpersonal relationships e.g.

Self Awareness

Political Awareness

Influence

As opposed to Mental Intelligence:

Capacity to reason, plan, solve problems, think

abstractly, comprehend ideas and language, and learn.Measured by Intelligence Quotient (IQ)
http://en.wikipedia.org/wiki/Reasonhttp://en.wikipedia.org/wiki/Planhttp://en.wikipedia.org/wiki/Problem_solvinghttp://en.wikipedia.org/wiki/Abstractionhttp://en.wikipedia.org/wiki/Languagehttp://en.wikipedia.org/wiki/Learnhttp://en.wikipedia.org/wiki/Learnhttp://en.wikipedia.org/wiki/Languagehttp://en.wikipedia.org/wiki/Abstractionhttp://en.wikipedia.org/wiki/Problem_solvinghttp://en.wikipedia.org/wiki/Planhttp://en.wikipedia.org/wiki/Reason


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EI & IQ working together

Low High

High

Emotional

Intelligence

Hearts

Minds

Hearts &

Minds

Logically right. Good strategy

Traditional position

for IT projects

Formula for

transformation

Inspired.people are

Joined up

Mental

Intelligence


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Challenges BAs will face

Role clarity What sort of BA?

Salary aligned to responsibilities

Re-assess education & skills

Overcoming IT stereotypes


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Summary

BA skills need to develop as a result of:Outsourcing

Desire for ever greater IT/Business Alignment

BA needs to develop core skills:Emotional Intelligence

Project Design

Change Management


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Thank You

Re-inventing

Business Analysis

Craig Rollason

[email protected]


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Agile Business Analysis

Dot Tudor

TCC

Training and ConsultancyISEB Business Analysis, PRINCE2, DSDM,


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What is Agile?

In the late 1990's several methodologies emphasized:

close collaboration between developers and business experts;

face-to-face communication (as more efficient than written documentation);

frequent delivery of new deployable business value;

tight, self-organizing teams;

ways to work such that the inevitable requirements churn was not a crisis.

Early 2001 saw a workshop in Snowbird, Utah, USA, where variousoriginators and practitioners of these methodologies met to figure out justwhat it was they had in common. They picked the word "agile" for anumbrella term and crafted the Manifesto for Agile Software Development,whose most important part was a statement of shared values:
http://www.agilemanifesto.org/http://www.agilemanifesto.org/


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What is Agile?

While interest in agile methodologies has blossomed in the past

few years, its roots go back more than a decade.

Teams using early versions ofScrum, Dynamic Systems

Development Method (DSDM), and adaptive software development(ASD) were delivering successful projects in the early- to mid-1990s

J im Highsmi th Director , Cutter Cons ort ium

DSDM recognisesthe role of the Business Analyst

B A


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Lets try it the old way !

Task:

To specify the requirements for a house youd

like to have someone build for you (about 20 requirements)


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Detailed Requirements

Foundations

Walls

----------- -----------

Bathroom

Kitchen

------------ ------------

------------

------------

--------

Jacuzzi Bath

----------Sink

--------

Flooring

Plasma TV

Lighting

---------

Square, pink basin

Satin steel taps

------------

Pop-up rubber plug

Chrome overflow------------

Integrated soap dish

Tubular chrome frame

Chrome u-bendChrome waste pipe

------------

A il A h


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Agile Approach

Not the detailed Functional Spec

Prioritised, High-levelRequirementsR1 MR2 MR3 SR4. SR5 MR6 MR7 SR8 SR9 S...R76 CR77 C..R80 S


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Prioritisation

Must haveO

Should have

Could have

O

Wont have this time

M

S

CWM


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Group Exercise

Your task:

Prioritise the top 20 High-Level requirements

for the house youd like to have built, to show at

least the Must Have requirements

Note:

To PRIORITISE effectively you need a clearly-stated objective!


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Agile, DSDM Teams

self-directed small (no more than six)

composed of users and developers

with equal responsibility

Business and IT in PARTNERSHIP

underpinned by a team

success approachand a noblame

culture


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OBJECTIVES:

Boundaries

Decision

Commitment

Approval

Facilitated Workshops

A team-based information gathering and decision

making technique

interactive communication

empowered personnel

independent facilitator

A Cunning Timeboxed Plan!


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Delivery

Deadline

MMMSC

MMMSC

MSCCS

Prioritised,High-levelRequirementsR1 MR2 MR3 S

A Cunning, Timeboxed Plan!

Timebox Timebox Timebox TimeboxMMSC

M

DSDMFeasibilityStudy BusinessStudy Foundationsand Shell

Internal

Services Bathroom

& Kitchen

Living

Rooms

andBedrooms


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The BIG delivery

Jan Feb Mar Apr May

Small but complete deliveries

Iterative and incremental

investigate refine consolidate


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Modelling Perspectives

Locations and Network Links

WHERE

WHY

WHO

WHEN

WHAT HOW

Rationale, ends and means

People and Tasks

Events, time and

scheduling

Data and

Relationships

Processes

and Inputs/Outputs


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Why DSDM?

An agile business analysts charter

Recognises the importance of analysis and modelling,

where other agile approaches do not specify this.


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DSDM Overview

Guidance

Quality and Testing

Configuration Management

PlanningRisk

White Papers

Teams

Roles and ResponsibilitiesGuidance on team working

9 Principles

Business FocusPeople, process, technology

Techniques


Prototyping

Modelling

Timeboxing

Philosophy

80/20

MoSCoW

(Must, Should, Could, WontHave)

Prototype

Life-cycle

(Framework)

PhasesProducts

objectives

DSDM


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Summary: What is Agile Business Analysis?

close collaboration between the development and business experts;




ways to work such that the inevitable requirements churn is not a crisis.

AND

High level Requirements

MoSCoW Timeboxing


Modelling

and the BA makes sure it happens!!

B A


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Summary: What is Agile Business Analysis?

close collaboration between the development and business experts;




ways to work such that the inevitable requirements churn is not a crisis.

AND

High level Requirements

MoSCoW Timeboxing


Modelling

and the BA makes sure it happens!!

B A


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Agile Business Analysis

Dot Tudor

TCC

Training and ConsultancyISEB Business Analysis, PRINCE2, DSDM,


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ISEB Qualifications in the area of


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ISEB Qualifications in the area of

Business Analysis and Business Change

Foundation Level:Foundation Certificate in IT-enabled Business Change NEW

Individual Practitioner Level Certificates:Business Analysis Essentials

Requirements EngineeringOrganisational Context (formerly Business Organisation)

Modelling Business Processes

Systems Development Essentials

Systems Modelling TechniquesBenefits Management and Business Acceptance Under

development

Higher Level:The Diploma in Business Analysis


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And now .

ISEB Professional in Business Analysis

Currently being piloted with 3 employers

Part of the ongoing definition of a series of Professional roles

Involves:

Qualifications in own specialist discipline

Qualifications in other supporting disciplines

Experience in own discipline Leadership, coaching and mentoring

Ethics

Interpersonal skills

Documents

BCS Business Analysis Events