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BUSINESS ANALYSIS IN 2020 and BEYONDProgression of the BA Profession
Joy BeattyVice President of R&D November 2017
How do we stay
relevant?
Technology does our job
for us…
New technologies
to deploy
New domains to
work in
Community contributions:
• Member of the IIBA BABOK v3 Core Team
• Co-author of the PMI Practice Guide for Business Analysis
• Contributor to the PMI Business Analysis Guide and Standard
• Industry PC for IEEE Requirements Engineering
• Co-chair for Requirements Engineering Education and Training
Workshops
Co-Author:
• Visual Models for Software Requirements with Anthony Chen
• Software Requirements, 3rd Ed. with Karl Wiegers
CBAP®, PMI-PBA®
Vice President of SeiLabs
Joy Beatty
Today
Past
What Does Our Future Hold?
DMC
Business Analysis Origins
Rapid Fire: 1950 to Today
IIBA offers guidelines and early agile days
2000
Personal computers
changed tools and
businesses care
1980
Early systems programming by techies for
techies
1950
Systems methods include analysis
1970
Methods, techniques,
tools, collaboration are popular
20171960
Computers in business
Internet changed
collaboration and BPR is
defined
1990
Many data points from: http://www.modernanalyst.com/Resources/Articles/tabid/115/ID/242/A-Short-History-of-Systems-Development.aspx
16,000
2011
IIBA Membership Gains Momentum
20172004
20 29,000
A Tool Explosion
1980: A couple of tools
2011: 61 possible ones with 17 good
2007: 3 strong contenders
2016: 138 tools, 45 worthy, 21 solid
Security
BUSINESS ANALYSIS
...in new domains
AI
Analytics
Cloud
Emerging
Tech
Embedded
technology
IoTBig
Data
What’s Known on Typical Projects
Problem Space
What’s Known on BI Projects
BUSINESS ANALYSIS
...in new domains
Prioritizing on BI Projects
Define business
problems and
objectives
Identify and prioritize
decisions to be made in
analytics solutions
Prioritize
requirements by decision value
Is it the age-old Business vs IT
Battle?
IT
Business
Tech
no
logy
Ow
ne
rsh
ip
Time
Technology is already shifting how we do business analysis
Less: writing the business analysis information
More: what information to write and how to best represent it
Requirements management
toolsinstead of hand written or
documents
RM Tools
Semantics set in modeling
toolsinstead of diagrams on paper,
whiteboards, or paint tools
Analytics tools report
performanceinstead of manually counting (or
not measuring)
Collaboration toolsinstead of everyone being in a
meeting together talking in person
Can computers really do analysis?
Q1 Person, place, or
thing?
I’m thinking of a Flag
17. Is it a vegetarian?
18. Is it a small mammal?
I guess that it’s a flag.
Past
Today
What Does Our Future Hold?
DMC
But business analysis is much harder, right?
Give me a base set of user stories for a
search feature
Show me a typical process flow for a
search feature
What requirements models do I most likely need to create for my
analytics project?
In a waterfall project, what elements should I trace my Process Flow
steps to?
You might trace process steps in a requirements
mapping matrix to features or to use cases, decision
tables, and UI flows
You likely need a BDD, DFD, Data Dictionary and
Report Table and you might need decision trees
or tables
Sure, here is an example of a search process flow but you might need to edit it
Of course, here are some user stories you might be able to reuse for a search
feature
AS AN US search user,I WANT to be able to see the title, abstract, price, and image for my product search results,SO THAT I can find the information I am looking for.
L1 Run Query Process Flow
1 User Submits
Query
2User Sees
Search Results
3 User Filters
Search Results
4User Selects A Search Result
5User Exits
Search
AS AN US search user,I WANT to be able to toggle between gridview and listview,SO THAT I can see as much content as I want for my search results.
AS AN US search user,I WANT to be able to sort search results alphabetically by title (A to Z),SO THAT I can quickly find the information I am looking for.
AS AN US search user,I WANT to be able to filter my product search results by a specific product model,SO THAT I can quickly find the product I am looking for.
AS AN US search user, I WANT search to be able to autocorrect my query,SO THAT I can misspell my query and still quickly find the information I was looking for.
Listen to RequirementsWizard
in Action
Business ObjectivesBusiness Objectives Business Problems
Business Objectives Model
Increase annual revenue by $12M
by 2041
No family-sized autonomous
vehicle
Vendors deliver late
High costs from small part orders
Customers might not buy
Safety concerns
Don’t know new model is coming
Can’t plan for availability
Identify new vendors
FZ54 safety tests
Market to $250K+ tech-savvy parents
Online pre-order
Assumptions AS1: Can sell 700 autonomous sedans in their first year, even though projects estimate only 450 can be soldAS2: Each autonomous sedan costs $135,000 to produce
RequirementsWizard auto-generates Elicitation Results
Good News!
Manual Optimized
BAs do everything
Computers try and we correct them
MUNDANEand RISKYtasks are automated
We teach computers to do what they can do
better
Elicitation questions and scripts, notes, and recordings
Stakeholder analysis and
common challenges
Requirements documents and
common patterns
Requirements text books and
papers
How Technology Helps Us
Identify RequirementsRegulatory and compliance requirements
drafts, non-functional requirements, common repeated features
Analyze RequirementsWhich analysis models, draft models,
information gaps, highlighted conflicts
Elicit RequirementsQuestions to ask, who to ask, tips for
difficult stakeholders
We teach computers to do what they can do
better
• Analyze processes and data• Communicate with stakeholders• Translate technical lingo into plain English• Define success criteria• Validate solutions act as expected• Evaluate why it isn’t working right• Update the requirements
An IncreasedDemand for
Business Analysis!
http://sloanreview.mit.edu/article/will-ai-create-as-many-jobs-as-it-eliminates/
vvvvvv
SUSTAINEXPLAINTRAIN
Even Better News!
Technology can’t do everything better
HUMANS WIN!
Making tough decisions
Asking difficult questions
Negotiating with people
Knowing when broken
Imagining, envisioning, creating
FOR NOW….
Can Computers be Creative?
CREATIVE1 : marked by the ability or power to create
CREATE1 : to bring into existing2 : to produce through imaginative skills3 : to make or bring into existence something new
Name / Algorithm = Picture
Picture x Algorithm = Name
Most Valuable BA Skill Sets for the Future
IIBA, “Business Analysis – positioning for success”, 2016
1 Strategic Thinking & Analysis
2 Business Knowledge
3 Critical Thinking/Problem Solving
4 Leadership
5 Creative & Innovative Thinking
Market & Competitive Awareness
Research & Investigative Techniques
What hurdles will we have to jump?
Distributed teams are distributing more…
Business wants more with less…
Executives still don’t value analysis…
Roles and tasks you love go away…
Constant learning curve ahead…
Use technologies to facilitate
Prioritize scope rigorously
Measure value of analysis today
Stay focused on exciting adventures
Look for and ask to try new things
What Lies Beyond 2040?
Car drives me to work?
Jet pack my way to work?
Computer uses my thoughts to do my work?
Work is on Mars?
Today
Future
So, Who Wants to Go Back to the Future?
DMC
It’s only the
beginning
This is not the end game
Q&A
S
www.facebook.com/Seilevel
www.seilevel.com
Joy Beatty, Seilevel
@joybeatty, @Seilevel
Backup
MONTH YEARDAY HOUR MIN
AM
PM
DESTINATION TIME
MONTH YEARDAY HOUR MIN
AM
PM
PRESENT TIME
MONTH YEARDAY HOUR MIN
AM
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LAST TIME DEPARTED
✓ 2 published (award winning)
requirements books
✓ 100+ presentations and key
speaking engagements for local /
regional events
✓ 100+ speaking & panel expert
involvement at national /
international conferences
✓ 25+ published white papers and
articles
✓ 20 industry partner webinars
✓ 10 positions as committee chairs or
advisors for International Institute of
Business Analysis (IIBA) and
Project Management Institute (PMI
Follow us at requirements.seilevel.com/blog &
@Seilevel
Industry Expertise
1970
1991
1995
2001
Waterfall Approach published
Concept of timeboxing &
iterations published Scrum put into
use
Today
Agile still a buzz word today!
Agile Manifesto created
Agile, definitely NOT a fad
What happens when we cross BPM with agile?
I can’t possibly use agile; I need to
transform the entire organization
…and it’s huge!
Start with fairly simple flows, avoid data complexity
What we can do to help the agile approach succeed
Delay decisions to the Last Responsible Moment
Can be as simple as passing a document
around
Manual or in email
Metrics from tracking the
manual process can
drive the business to think more analytically
Use BPM to see the
touchpoints & be able to measure
Minimum might be really, really lightweight
Understand data models, but keep it minimal
ApplicantLoan
Application1..n 1
0..1
n
1
1..n
n
n
n
nn
n
n
0..1
0..1
0..1
0..1
0..1
1
1
1
1
1..n
1..n
1..nn
1..nOne loan application can have
multiple applicants
Data model changes in a tool can be painful
BDD’s & data dictionaries are critical
Prioritize based on the benefits we’re looking for
BottleneckDecreased cycle time
Decreased FTEs
Decreased time-to-market
vvvvv
CORRECTMEASURE
v
IDENTIFY
Tip the scales from resistance to greed
Find a stakeholder to champion the implementation of the BPM solution through user resistance
Customer: Solar energy
provider with a long cycle time
Issues: Managing &
measuring the whole process
IT + business decided they
couldn’t take it anymore…
Solution: BPM
Things can get stuck in
a lot of places
As many as 15 roles could be
involved!Coordinating the financials
Managing paperwork Getting
permits
Connecting to the utility
Coordinating the install & inspection
Their big database
wasn’t enough
Case Study: The Problem
Set a realistic goal:“When can each of the 15 people involved in a project begin work?”
Case Study: Baby Steps
Don’t worry about automating yet;
Just focus on tracking the process
Be able to identify issues in the
process
Begin to automate the bottlenecks in
the process
Manual Optimized
Completely manual
Mostly manual with some automation
Completely automated (where possible)
Manual, but CAN track &
measure
Part 1 Part 2 Part 3
Long cycle time was broken down into 3 parts
Start on 1st part and deploy…
Then get started on next part and…
Then build the next part before any projects hit it
Case Study: Models provide clarification
Scope CreepWe’re laying down the
tracks while the train is running
Case Study: Watch out for…
Finally,
Just deploy
something
Why go with an agile approach?
See POC results faster
Limited complexity
Learn as you deploy
Deliver value sooner
Prioritize based on the benefits we’re looking for
BottleneckDecreased
cycle time
Decreased
FTEs
Decreased
time-to-market
vvvvv
CORRECTMEASURE
v
IDENTIFY
Big part: When can each of the 15 people involved in a
project begin their work?
Let’s not worry about automating anything yet…
let’s just focus on tracking the process
Still a big benefit
Issues became
apparent right away!
Case Study: Baby Steps
Data modeling is key to being minimal
Few things to be aware of:
• Data model changes in tool can be painful
• BDDs and Data Dictionaries remain critical
At its simplest level, BPM software
helps you remember & measure how
things are going
You can’t really benefit from BPM until
you can measure…but measuring is a
tangible benefit in itself!
Prioritize based on the benefits we’re looking for
1970 1991 1995 2001
Waterfall
Approach
published
Concept of
timeboxing &
iterations
published
Scrum put
into use
Today
Agile still a
buzz word
today!
Agile Manifesto
created
Deliver value sooner
Agile, definitely NOT a fad
Vendors typically recommend an agile approach
• Typically, 2-6 weeks to
stand up applications
• Limits complexity of
POC application
• Learn as you deploy
• Start small
POC Approach:
Product
Backlog
Grooming
X
“Fail Fast, Deliver Often”
Design
Dev
QADeploy
Req
Analysis
Daily
standup
Sprint
Backlog
Working
Increment of
Software
Agile, definitely not a fad
DemoRetro
1970
1991
1995
2001Waterfall
Approach
established Concept of
timeboxing &
iterations
publishedScrum put
into use
Today
Agile still a
buzz word
today!
Agile Manifesto
created
Deliver value sooner
Agile, definitely not a fad
BPM
software is
one way to
accelerate
change!
“Low Code” = No Code
“Business Users” can
change the software
Less context switch
What are some of the promises of BPM software?
BPM tools are one way to accelerate change
BPM tools are one way to accelerate change
BPM tools are one way to accelerate change
Promises of BPM Tools:
What they are not:What are they:
EnablingNot inherently a
change in process
Don’t necessarily get
automated process
measurement
Not suitable for all
processes
Generally
process-centric
“Lower code”
solution
BPMTools
BPM solutions are central to digital transformation
Most BPM software is focused
on the process…
So we organize requirements
around the process, as well.
BPM deployments are smoother if we organize requirements around the software capabilities
• Financial rules, state and local specific rules, power company specific rules
• Image: Process flows business stakeholders who managed these business rules could then identify which rules needed to be managed by the software and which needed human intervention
• Plan: Invert the control over the rules to the system
What do we do with business rules?
hold off until we decide whether to keep case study or not
BPM software allows BA’s to have greater impact
“Business People” = BA’s
Some degree of scripting required
BA software (i.e. models) ~ models in BPM tools
General rule of thumb for ratio of BA
hours on a project:
7:1 Greenfield
3:1 BPM Greenfield
Finally,
Just
deploy
something
Models play a pivotal role in making good choices early on
Process Flow
Business Data Diagram
Business Objectives Model
KPI Model
Connects program
features to business
problems
Helps prioritize the
requirements that map to
business processes
Charts business
processes executed by
people
Maps relationships
between different data
types
Organize requirements
around the process
Requirements -
Caution: Risks of BPM Software
Vendors may push you to a process that maps well to their software
BPM software is a big investment –choose wisely
• High initial costs & dependencies• Hard to switch vendors• Upfront license costs of $1K/user• Less code, BUT code you do need to
write will be more expensive
!
!
!On the other hand, your choice may not matter…
Current State
Future State
Vision vs. Scope
BPM software is rarely the source of truth
Common Problems – Now vs. Later
Common Problems – Different Views
Makes user acceptance difficult
Finally, not everything is a nail
That’s ok, because we’re deferring to the Last Responsible Moment!
“LRM”Be agile
Delay decisions to the
Last Responsible
Moment
This is when we know
the MOST
Set realistic expectations for “minimal”
Few things to be aware of:
• UI customization can take a lot of work
• Data modeling needs to be done up front
DIGITAL TRANSFORMATION…fact or fad?
Intelligent
Automation
Analytics
Innovation
Emerging
Tech
Adaptability
IoTBig
Data
Goal Description KPI
Be more effective &
efficient as a team
Make more money,
more efficiently
Simple, uniform,
efficient toolset
Consolidate data across lines of
business & teams
• Claim delay
• Time to access data
• Claim early
• License more
• Focus on:
• Non-recouped
• Wholly-owned
• Non-royalty bearing
• Deep catalog
• Licenses (revenue)
against:
• Wholly-owned
• Non-recouped
• Non-royalty
bearing
• Deep catalog
• Licenses per period
• Virtually instant access to info
• Automation
• Simplicity & efficiency
• Flexibility
• Time to access data
• Toolset total cost of
ownership
PROGRAM SUCCESS
Business Objective:
Decrease Claim
delayBusiness Problem:
Difficult to obtain
needed data b/c it’s
scattered across
various LOBs &
teams
Business
Problem:
xxxx
Business Problem:
Missing out on
license revenue
Business Problem:
Takes too long to
access info
Product Concept
Process
Process
Process
Process
Process
Process
What is
preventing DMG
from achieving
its goals?
How can we
measure the
success of this?
What keeps us
from achieving
these objectives
today?
Use business
objectives to
prioritize
2
3
6
4
5
7
Process1
QUANTIFYING SUCCESS
Business Objective:
Decrease time to
access data
Business Objective:
Increase license
revenue
Business Objective:
Increase licenses per
period
Business Objective:
Decrease total cost of
toolset ownership
Business
Problem:
xxxx
Business
Problem:
xxxx
Business
Problem:
xxxx
Set a realistic goal:
“When can each of
the 15 people
involved in a project
begin their work?”
Proposed Long-Term Program Rollout Approach
Don’t worry about
automating hand-
offs in new
system;
Just focus on
tracking
Be able to
identify issues
in the process
Begin to
automate the
bottleneck hand-
offs in the
process
Legacy Optimized
Inefficient
hand-offs
Some
automated
handoffs
Automated
handoffs
Suboptimal hand-offs, but CANtrack &
measure
First Steps to SUCCESSDisney Music Group Business & Technology Transformation: Phase 1
Steamboat Process Flow Workshop
Current-State Process Flows & Pain Points
Strategic Roadmap
Gap Analysis & Issue Resolution
Team Alignment
Risk Identification & Issue Resolution
Bottom Line: Getting to the future state requires more than just process definition
Business Objectives Model
Bounding Models
Org ChartEcosystem
Map
Business Data
Diagram
21 Future-State Process Flows
Organizational Changes
Knowledge Transfer Approach
v
What they are not for:What they are for:
DecisionsNew or updated
process flows
Identifying
disagreements
Reviewing
agreements
Resolution on
disagreements
Cross-team
impacts
Workshops
• May lose people’s interest quickly
• May waste a lot of time on things people already agree on
• Have a tendency to fall short of achieving overall goals
The Problem with Large Workshops
• Pre-workshop sessions to
work through the details
(business objectives, bounding
models, process flows)
• Review overall approach in all
sessions
Large Group Workshop Approach
Step 1 Step 2
• Review disagreements from pre-workshop
sessions
• Hour-by-hour agenda by process flow so
people can come and go
• 4 facilitators to manage pop-up breakout
sessions
• Re-iterate workshop outcomes and what
happens after the workshop
• Fun Atmosphere: large room; people
move around; prioritization games; prizes
1 2 3 4 5 6 7 8
Run interviews.
Prep for mini-
workshops with
existing process
flows, pain points,
& issues
Run mini-workshops
to identify business
objectives & future
state processes
Update business
objectives, bounding
models & process
flows. Identify gaps &
disagreements
between groups
Run large-group
workshop to
resolve gaps &
disagreements
Update business
objectives,
process flows,
risks, & issues
1
Proposed Approach & Timeline
Define roadmap,
org structure, &
knowledge transfer
approach
9 10
Perform
knowledge
transfer activities
Week 4-5Weeks 7-8Weeks 11-12Weeks
2-3Weeks 6Week 9-10Weeks
11 12
Deliverables
Rollout
approach for
operational,
process flows,
and technology
changes and
methodology to
measure
success
Business
objectives
models,
ecosystem
maps, business
data diagrams,
and future state
process flows
Future state org
chart, role
definitions, and
descriptions
Approach to
communicate
and train team
and ensure
process
ownership
Roadmap Bounding Models &
Process Flows
Org Chart & Role
Definitions
Knowledge Transfer
Measuring Project Results
And build
functionality
into your tools to measure
Measure
business
objectives when you can….
But set & measure
interim success
metrics to show you’re
on track to achieve
business objectives
Large group workshop requires
significant successful pre-work !
Potential Risks
Existing flows look to be systems flows
not process flows
Future state process definition upfront
may be waterfall
The team deploying should participate
in creation to ensure ownership
!
!
!
Assumptions
Up to 25% (100 total) process steps will change;40 primary data objects;
Not all individual stakeholders provide input; rather they form small groups of 4-6 people
This does not include identifying user stories, elaborating them, or creating acceptance criteria & supporting models.
Straightforward to identify corresponding process flows for all system flows
10 roles, 5 major skills to define;Roadmap is level of 20 tasks
21 process flows;
*Blended rate of $160/hour
**19 person trips
Pricing
Activity Est. Hours Est. Cost*
Phase 1: Steamboat
Process Flow Workshop970 $155,200
Total $189,400
Travel (bill at actual cost)** $34,200
Product
Manager
Sr. Product
Manager
Business
Architect
Requirements
Analyst
Team Roles
• Mastered product management skills with minimal day-to-day supervision
• Manage themselves on projects and lead sessions with small groups
• Act as lead on a specific part or feature of a project
• Own a portfolio of products
• Ensure the portfolio roadmap & positioning is clearly defined; provide clients with a high-level view of the product’s trajectory
• Kick-off projects & ensure the project scope is understood & well bounded
• Mastered all aspects of Seilevel’s delivery model; work with VP and CIO level executives
• Manage & own a product independently
• Coordinate with stakeholders on the roadmap and positioning of a product
• Lead large group elicitation meetings
• Work with directors, driving the direction of a product, & influencing adoption of new methodologies & techniques
• Assists in producing deliverables, participating in conference calls, & writing documentation
• Handles assigned tasks on projects
• Helps manage requirements & other product management documentation with direction from project leads
Suggested Additional Scope
Prioritized backlog of
epics & user stories (derived from business
objectives models &
process flows)
Elaborated user
stories with
acceptance criteria
(visual models for
technology process
automation)
Suggestions for
Business Process
Management (BPM)
technology as a
solution to tie systems
together
Business Process
Management (BPM)
agile solution
implementationTraining and
sustaining activities (training materials, help
employees sustain change
across initiatives)
