IIBA SLO - Basic Business Analysis MATERIALImcb.rs/wp-content/uploads/2018/04/IIBA-SLO-Basic-Business-Analysi… · Rolls-Royce, Boeing, Chrysler, Advanced Technology Group, Delta

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Copyrights IIBA Slovenija, 2018. Samo za interno upotrebu controling organizacija iz eventa 30.3. 18 BG


Business Analysis (IIBA)

• IIBA Slovenia ChapterBelgrade, 30.3.2018

SAMO za INTERNO UPOTREBU

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International Institute of Business Analysis (IIBA)International Institute of Business Analysis (IIBA)

30.000+ members

300+ Corporate Members

120+ chapters

www.iiba.org

IIBA was established in 2003 as a Canadian Corporation and has become the leading association for business analysis around the globe.

General Motors, Ford, British Gas, IKEA,

Walmart, Shell, Skandia, Visa,

Rolls-Royce, Boeing, Chrysler,

Advanced Technology Group,

Delta Airlines, T-Mobile, Orange, AstraZeneca, Deutsche Bank,

Goldman Sachs, JP Morgan

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Aleš Štempihar, IIBA Slovenia Chapter President

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IIBA role development

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pre-projectpreparation, 2008

design, business

innovationschanges, 2015

requirements, 2003

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The BBA 2017 conference results

53,4%

17,2%

18,1%

11,2%

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https://balkanbaconference.org/

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AGENDA – What we will be working on today

� WHY business analysis

What is the added business VALUE of BA

� WHAT are the core concepts of BA and HOW do they work?

� Help me help you

� BACCM

� BABOK: knowledge areas, techniques

� BA competencies: knowledge, skills

� HOW to integrate BA into business – BA perspectives?

� Takeaways

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CEO challenges

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Leadership challenges

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Why BA ?

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Business

Change

BenefitsBenefitsBenefitsBenefits

InvestmentInvestmentInvestmentInvestment

What are project outcomes?

Copyrights Eileen Roden

?

!BA

BA

BA

BA

PM BA

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GREAT RESULTS

Best for our customers!

Value for each stakeholder!

Digital business -> customer experience

Faster time to market -> competitiveness

Strategy to operations -> strategy execution

Agility -> be more agile

Productivity -> operational effectiveness

ROI, ROE, EBITA -> financial results

Talent development -> capabilities, innovations

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(II)BA & Digital

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What is CX – Customer eXperience

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CEO & Cx

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Copyrights IIBA Slovenija, 2018. Samo za interno upotrebu controling organizacija iz eventa 30.3. 18 BG19

The house of Digital Business

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Digital Business

is the capability of an organization to connect:

digital technologies, organizational architecture, processes,

culture and competences of the employees

for digital business model innovation

and/or digitalization of existing business operations

that strives to ensure:

an extraordinary experience for their buyers/customers,

a modern work environment and employee growth,

Proven and timely data for reaching good management decisions.

BA

BABA

BA

BA

BA

BA

BA

BA

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1. Transferring strategy into practice

2. Optimal source allocation in the organization (doing the right things)

3. Focusing on business goals

4. Facilitating competitiveness and improving performance

5. Improving the project success rate and profitability

6. Limiting business risk

7. Achieving legislative compliance even faster

8. Facilitating innovation and creativity

9. Solving conflicts of business interests

10.Developing internal and external business synergies

10 business reasons for (II)BA

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� BACCM




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Help me help you

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He needs empathy He needs trust

BA Stakeholder

The film: Jerry Maguire

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BACCM Business Analysis Core Concept Model

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trendsstrategy

opportunities

problems

business risks

outsideinside

for customer, company, for ….

Needs

Stakeholders Kontekst

Rešitev

Value

BACCM – what’s first

define/design solution

buy-in

motivation for change

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BACCM: from (business) Need to (business) Value for each Stakeholder

1.

2.

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�� General trends / buyer General trends / buyer needsneeds

�� StrategyStrategy / / strategicstrategic directionsdirections

�� Business issues, problems, challengesBusiness issues, problems, challenges

�� New business opportunitiesNew business opportunities

�� Limiting business and operational Limiting business and operational risksrisks

�� Continual improvement and optimization Continual improvement and optimization processes processes (resources, projects, processes…)(resources, projects, processes…)

�� Needs of the societyNeeds of the society(development, culture, identity…)(development, culture, identity…)

�� Needs of individualsNeeds of individuals

BACCM �� needs �� types of needs

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Need – Requirement - Solution

• Business need = WHY

• Requirement = WHAT

• Solution = HOW

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� Need: a problem, opportunity, or constraint, with potential value to a stakeholder.

Identify and define why a change to organizational systems or

capabilities is required.

� Requirement: a usable representation of a need.

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Requirement – Design (BABOK v3)

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Design & User experience

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BACCM - Stakeholder

Stakeholders are people or/and groups of people

within the organization and outside of it

whose interests are connected to the

business influences to the project / solution / change.

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The trust formula

Trust =competency * reliability * transparency---------------------------------------------------------------------

own interests

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The four types of trust

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The Elements of Value

BACCM BACCM -- valuevalue

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Two types of BAs

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Where - BABOK v3 Perspectives

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BABOK® - Business Analysis Body of Knowledge®

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BABOK® - Knowledge Areas

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BABOK® - Purpose

• Defining BA as a discipline

• Ensuring a set of widely accepted practices

• Helping define the required competencies for

successfully practicing BA

• Helping identify the qualifications of business

analysts (i.e. for the purposes of hiring new people)

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From initiative to change

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Business Analysis Planning and Monitoring

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BABOK v3 Techniques 1 Acceptance and Evaluation Criteria Definition 26 Item Tracking

2 Backlog Management 27 Lessons Learned

3 Balanced Scorecard 28 Metrics and Key Performance Indicators

4 Benchmarking and Market Analysis 29 Mind Mapping

5 Brainstorming 30 Non-functional Requirements Analysis

6 Business Capability Analysis 31 Observation

7 Business Cases 32 Organizational Modelling

8 Business Model Canvas 33 Process Analysis

9 Business Rules Analysis 34 Process Modeling

10 Collaborative Games 35 Prototyping

11 Concept Modelling 36 Reviews

12 Data Dictionary 37 Risk Analysis and Management

13 Data Flow Diagrams 38 Roles and Permissions Matrix

14 Data Mining 39 Root Cause Analysis

15 Data Modeling 40 Scope Modeling

16 Decision Analysis 41 Sequence Diagrams

17 Decision Modelling 42 Stakeholder List, Map, or Personas

18 Document Analysis 43 State modeling

19 Estimation 44 State Modelling

20 Financial Analysis 45 Survey/Questionnaire

21 Focus Groups 46 SWOT Analysis

22 Functional Decomposition 47 Use Cases and Scenarios

23 Glossary 48 User Stories

24 Interface Analysis 49 Vendor Assessment

25 Interviews 50 Workshops

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Double Diamond Technique

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BABOK® - Competencies & skills

Who is Business Analyst?

Any person who performs

business analysis tasks, no

matter their job or

organizational role.

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The Business Analyst is more just an analyst

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IIBA Certification IIBA Certification

Delovne izkušnje Ne

3.000 do 4.500 ur v zadnjih 3 letih

7.500 do 10.500 ur v zadnjih 5+ letih

Min. 15.000 ur v zadnjih 10+ letih

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� BACCM




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MNG

IT

CIO

AG

BPM PM

BI

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BABOK® - Perspectives

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Agile Extension 2.0 (avgust 2017)

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The BI Perspective

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The IT Perspective

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… the development lifecycle

• The lifecycle encompasses numerous tasks, usually grouped into the following phases:

• Defining requirements (user requirements - UR)

• Planning

• Implementation

• Testing

• Delivery (Roll-out)

• Maintenance

The role of the business analyst – managing...

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The Business Process Management Perspective

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� BACCM




BONUS - Controlling perspective ?� Takeaways

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Digital Business

is the capability of an organization as a whole to connect:

digital technologies, organizational architecture, processes,

culture and competences of the employees

for digital business model innovation

and/or digitalization of existing business operations

that strives to ensure:

an extraordinary experience for their buyers/customers,

a modern work environment and employee growth,

Proven and timely data for reaching good management decisions.

BA

BABA

BA

BA

BA

BA

BA

BA

Co

Co Co

Co

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Belgrade, 30.3.2018

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Initiative idea

change

need

value

stakeholderssolution

context

contextBenefitsBenefitsBenefitsBenefits

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Thank you!Thank you!

IIBA Slovenia ChapteIIBA Slovenia Chapter r

[email protected]

Adding value to business outcomes

Documents

IIBA SLO - Basic Business Analysis MATERIALImcb.rs/wp-content/uploads/2018/04/IIBA-SLO-Basic-Business-Analysi… · Rolls-Royce, Boeing, Chrysler, Advanced Technology Group, Delta