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Case Study: Challenges and Success Factors in Establishing Value Driven Business Analysis Organizations
KOJI SHIOTA
© CreaVision Ltd 1
Nov. 2015
Introduction
© CreaVision Ltd 2
KOJI SHIOTAMBA, CBAP, PgMP, PMP, TOGAF9
President & CEO, CreaVision Ltd.
VP Research, IIBA Japan Chapter
President, Iasa Japan Chapter
Business experience
IT consultant at NTTDATA Corporation
Business Analyst, Enterprise Architect,
Program/Project manager, PMO at Sony Corporation
Outline
© CreaVision Ltd 3
• Background
• Lessons learned from initial implementation of
business analysis organization
• Work model to realize business transformation
- Business Architect and Business Analyst -
• Role of BA COE
• Internal transformation and development of BA
Resource
• Global CoP of BA Organization
IT project success rate trend in Japan
© CreaVision Ltd 5
Y2008Y2014
Success
31.1%
Success
75%
(67~81%*)
“Nikkei Computer”
2008.12.1 *Distributed by
project size
“Nikkei Computer”
2014.10.16
Question: What Criteria?
Success rate of Change Program
© CreaVision Ltd 6
Reference: PWC’s presentation
material based on the report of
Portfolio and Programme
Management 2014 Global Survey
Success rate that Change Program met the
expected results of the organization these five years
Almost achieved
38%
CFO~
CEO~
Common Issue in a big multinational company
© CreaVision Ltd 7
事業部(BU)
事業部(BU)
事業部(BU)
事業部(BU)
US
事業部(BU)
事業部(BU)
事業部(BU)
事業部(BU)
US
BU1 BU2 BU3 BU4
Executive
Team
Region A
Region BRegion C
KPI KPI KPI KPI
Company “CATS”
Challenge for business transformation
© CreaVision Ltd 8
Cross Function
Cross BU
Cross Region
Business and
IT Conflict
Resistance
for Change
Lack of Skill
Independent
projects led to
“Patchworks”
Build BA organization to drive transformation
© CreaVision Ltd 10
Key Driver for Business Transformation
across organizations
Business Analysis Team
Case1: Architecture driven approach
© CreaVision Ltd 12
• Business Process Architecture Model
• Mid Range Planning and Roadmap
• Governance Review
Build Business Architect Team
(with Enterprise Architect Team)
Key Tools
Identify Nature of Each Business Process
© CreaVision Ltd 13
Repair parts management
Service management
CustomerService Unification?
Coordination?
Replication?
Diversification?
Global?
Regional?
Local?
Core?
Non-core?
・・・
Product
category-
wise?
Product
category
Common?
Business Process Business Process Category
Quickly
Changing?
Stable?
Define the criteria for judgement of
business process standardization roadmap
Fit into the business management process
© CreaVision Ltd 14
Business
eventEnterprise
Level
Project
Level
Business plan ideation
Projectinitiation/planning
Design/Development/Test/Migration
Regular activity(Run the business,
MRP, Annual plan(Budget))Project activity
MRP Annual plan
Project Conceptualization
BA&
EAO
Planning
Group &
PMO
MRP
Review
Budget
ReviewPlan
Review
Design
Review
Architecture
Review
Architecture
Review
*EAO: Enterprise
Architecture OfficeBP
Architecture
BP
Roadmap
Challenge of Architecture driven approach
© CreaVision Ltd 15
• Beautiful diagram and roadmap, but don’t
work…
• Lack of implementation/operation capability
• Too much reliance on governance review
• Lack of mutual trust between architect team
and project team
Key lessons learned from Architecture driven approach
© CreaVision Ltd 16
• Reliance on Governance(Process) improves
the organizational capability only to a certain
level
• Actual architect skill and human resource are
necessary to operate and realize real change
Case2: Project BA Approach
© CreaVision Ltd 17
• Business analysis methodology
• Project initiation/planning and execution skills
• Strong communication and coordination
Build Business Analyst Team
(Project based)
Key Tools
Connect and align when projects are initiated
© CreaVision Ltd 18
Business Analyst Team
Project Project
Project ProjectManagement Scope
UnknownScope out
Limited Scope to cover
Methodology alignment with system implementation
© CreaVision Ltd 19
Project Activity
GW
systemimplementation
BusinessAnalysis
ReleaseGWGW QCD
Review
ROI
Review
Run the business
System
implementatio
n planning
Requirement
analysis
System design
Design/Dev/
Test
ProjectManagement Initiation
High-level
system
solution
PlanningExecution, monitoring and
controlClosing
BPR planning
Requirement
analysis
BPR execution
plan
Change
realization
Accept testBusiness case
System
Ops.
Biz
Operation
Benefit
review
Synchronize the project activities with
the existing organizational asset
Plan and design
change
Implement
change
BABOK +
Company
Practice
Pick up some
practices of
Change
Management
Challenge of Project BA approach
© CreaVision Ltd 20
• Limited projects are captured
• Limited influence and governance to
enterprise-wide optimization
• Inefficient work model to coordinate and align
with external stakeholders and other projects
Key lessons learned from Project BA approach
© CreaVision Ltd 21
• Need to create the scheme to collect initial
information of all initiatives before official
kick-off
• Strong competency of business analysis and
change management are required and need
to be trained
Course of action
© CreaVision Ltd 23
Lessons learned
• Need both Business Architect and Business Analyst
(Project based) roles to realize total optimized
business transformation
• Need to build “Organizational” and “Individual” BA
capability
• Rebuild BA Engagement Model
• Rebuild BA resource capability
New engagement model
© CreaVision Ltd 24
Business
Process
Architect
Business
Architect
Business Managements/SMERunning business
×
Architecting specific
business vertically
Architecting business
process horizontally
Business
Analyst
(Project
BA)
Drive business
transformation
program/project
activity
Governance &
Future blueprint ×Change
implementation
Integrate 2 key processes
for transformation
Connect 2 key processes and IT operation
© CreaVision Ltd 25
Business
Process
Architect
Business
Architect
Business
Analyst(Project BA)
Demand
Management
Process
Project initiation -
Implementation
MRP
Annual Plan
Solution
Dev org.
(IT Group)
PJ
• Roadmap
• Budget
PJ
Information sharing
• Pipeline
• Resource
• PPM
PJ
PJ
• Realize change
of business
• System
implementation
Operational support for Business Process Architect
© CreaVision Ltd 26
Business
Process
Architect
BP Vision, Process governance review,
BP change control decision-making,…
Maintain the process map,
Organize BP Change Control Meeting,…
2 Roles
• Plan
• Governance and control
• Decision-making
• Process Maintenance
• BPM Operation
BPM
Supporter
(BA COE)
Build COE (Center Of Excellence)
© CreaVision Ltd 27
Business
Process
Architect
Business
Architect
Business Managements/SMERunning business
×
Architecting specific
business vertically
Architecting business
process horizontally
Business
Analyst
(Project
BA)
Drive business
transformation
program/project
activity
BA COE
Support BA activity
Provide resource
Organizational BA Supporting group
Role of COE (Center Of Excellence)
© CreaVision Ltd 28
BA COE (Center Of Excellence) as
Organizational Capability Development Engine
On site
BA
Verification&
Advisory
BA Methodology & Knowledge
BA Tool
BA
Resource
Development
Practical skill categorization for BA resource
© CreaVision Ltd 29
Business Knowledge
Business AnalysisTechnical Skill
IT Knowledge
Project ManagementTechnical Skill
•Business analysis planning and controlling•Management of change implementation
•General IT knowledge to communicate with engineers
•Solution evaluation
•Elicitation (Facilitation, Workshop, Active listening, etc)
•Modeling•Documentation, Presentation•Human skill
•General and wide business knowledge
•Deep dived business knowledge of specific domain
Expected skills for each role
© CreaVision Ltd 30
Business Knowledge
Business AnalysisTechnical Skill
IT Knowledge
Project ManagementTechnical Skill
Business Knowledge
Business AnalysisTechnical Skill
IT Knowledge
Project ManagementTechnical Skill
Business Knowledge
Business AnalysisTechnical Skill
IT Knowledge
Project ManagementTechnical Skill
Business Architect Business Process Architect
Business Analyst (Project BA)
Anchor skill(Primary)
Core skill(Secondary)
Supporting
Legend
Identified 3 types of candidates for Business Analyst
© CreaVision Ltd 31
Business Knowledge
Business AnalysisTechnical Skill
IT Knowledge
Project ManagementTechnical Skill
Business Knowledge
Business AnalysisTechnical Skill
IT Knowledge
Project ManagementTechnical Skill
Business Knowledge
Business AnalysisTechnical Skill
IT Knowledge
Project ManagementTechnical Skill
Business SME familiar to project
activities
System requirement analysis role in
system design & development team
System Project supporting PMO
Select high potential candidates and transform their skills
How do we develop senior Business Analyst?
© CreaVision Ltd 32
Junior/MiddleBusiness Analyst
SeniorBusiness Analyst
• Change Agent
• Drive the change
• “My problem”
• Facilitator/Coordinator
• Elicit and model requirements
• “Their problem”
Big
Chasm
Competency development necessity for Senior Business Analyst
© CreaVision Ltd 33
Perf
orm
an
ce
Experience
Growth of Knowledge
Growth of Skills
Growth of competency(Personal attitude)
Need to open
the gate
Senior
BA
Junior/Middle
BA
How do we develop senior Business Analyst capability?
© CreaVision Ltd 34
Team
discussion&
awareness
Individual’s
activity
Reflection
Short
Cases
Frame
work
Senior Business Analyst(“Change Agent”)
development Program
Recognize
role
Self-
awareness
Accept
responsibility
Commit
ment
Gain change of behavior through
accepting role and responsibility
Gain different ideas
and awareness
How do we buy in global colleagues?
© CreaVision Ltd 36
Platform of
knowledge sharing
Platform of
collaboration
Platform of
governance
• Identify local BA team
• Share HQ intention
and gain mutual
understanding of
context and practice
• Global tour and global
BA summit meeting
• Start small joint
Working Group and
assign WG leader
globally
• Start to share the role
globally
• Select the best
practice and develop
global standard
• Create unified global
community (same
vision)
• Establish the
foundation of global
governance
WGWG
Unified
CoP
How do we buy in global colleagues?
© CreaVision Ltd 37
Platform of
knowledge sharing
Platform of
collaboration
Platform of
governance
• Identify local BA team
• Share HQ intention
and gain mutual
understanding of
context and practice
• Global tour and global
BA summit meeting
• Start small joint
Working Group and
assign WG leader
globally
• Start to share the role
globally
• Select the best
practice and develop
global standard
• Create unified global
community (same
vision)
• Establish the
foundation of global
governance
WGWG
Unified
CoP
Internal
Change Management- Shift Local mind-set to
Global mind-set -
Create BA Eco System
© CreaVision Ltd 38
BA CoP
(Community of Practice)
BA Vision & Governance
BP Architecture
BPM
BA COE
BP Reform
(Project)
BA Operation Process
TRUST
Knowledge/
Resource Pool
Resource
knowledge
BUBU
BU
BPM
Support
Feedback
Project
Support
Summary
© CreaVision Ltd 40
• Business transformation requires both total optimizing
architecture capability and change realization capability
• Business Architect as Change Leader and Business Analyst
as Change Agent are 2 essential driving forces for business
transformation
• BA COE drives the growth of people and knowledge
• Business process governance and management process
work well on good BA community environment