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BUSINESS ANALYSIS IN 2020 and BEYOND Progression of the BA Profession Joy Beatty Vice 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

BUSINESS ANALYSIS IN 2020 and BEYOND - Home - BBC · BUSINESS ANALYSIS IN 2020 and BEYOND ... curve ahead… Use technologies to facilitate Prioritize scope

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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

Joy [email protected]

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

PM

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:

Joy [email protected]

S www.seilevel.comsearch: Joy Beatty, [email protected]/Seilevel

Q&A

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)