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The Past, Present, and Future of Business Analysis,[object Object],The Journey to Professional Excellence2009,[object Object]
2,[object Object],Introduction,[object Object],Kevin Brennan, cbap®,[object Object],V.P. Professional Development, IIBA®,[object Object],Responsible for,[object Object],IIBA® Standards (BABOK® Guide and Extensions),[object Object],EEP™ Program,[object Object],IIBA Community Network,[object Object],Career Centre,[object Object],Delivering PD Opportunities to IIBA® Members,[object Object],BA Experience,[object Object],Over 10 years as a business analyst,[object Object],Has used many different methodologies and worked in several industries,[object Object],© International Institute of Business Analysis,[object Object]
What we will talk about today,[object Object],What is a business analyst,[object Object],What do they do?,[object Object],What do they need to know?,[object Object],What is the state of the BA profession today?,[object Object],Why must BAs improve?,[object Object],Impact of bad business analysis?,[object Object],What is the future of the profession?,[object Object],3,[object Object],© International Institute of Business Analysis®,[object Object]
4,[object Object],© International Institute of Business Analysis®,[object Object],Vision and Mission,[object Object],Vision,[object Object],The world's leading association for ,[object Object],Business Analysis professionals,[object Object],Develop and maintain standards for the practice of business analysis and for the certification of its practitioners,[object Object],Mission,[object Object],IIBA® is an international not-for-profit professional association for business analysis professionals.,[object Object]
5,[object Object],IIBA® Goals,[object Object],Strategic Goals,[object Object],Create and develop awareness and recognition of the value and contribution of the role of the Business Analysis Professional,[object Object],Define the Business Analysis Body of Knowledge® (BABOK®),[object Object],Publicly recognize qualified practitioners through an internationally acknowledged certification program,[object Object],Provide a forum for knowledge sharing,[object Object],Operational Goals,[object Object],Ensure the long term viability of the organization,[object Object],Enable sustainable growth to support the establishment of the IIBA® as a worldwide organization,[object Object],Ensure financial viability to support the implementation and sustainment of the IIBA® operational and strategic priorities,[object Object],Consistently demonstrate value of the organization to IIBA ® constituents,[object Object],© International Institute of Business Analysis®,[object Object]
Defining a Profession,[object Object],What do business analysts do?,[object Object],What is the BABOK® Guide?,[object Object],6,[object Object],© International Institute of Business Analysis®,[object Object]
Defining Business Analysis,[object Object],“Business Analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and recommend solutions that enable the organization to achieve its goals.”,[object Object],7,[object Object],© International Institute of Business Analysis™,[object Object]
Less formally…,[object Object],Business Analysis involves analyzing a business,[object Object],8,[object Object],© International Institute of Business Analysis®,[object Object]
Orgs need self-awareness,[object Object],“Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition.”,[object Object],Henry Mintzberg,[object Object],9,[object Object],© International Institute of Business Analysis®,[object Object],Source: © Mary Harrsch, used under CC BY-NC-SA,[object Object]
Value of Business Analysis,[object Object],It is about understanding:,[object Object],How an organization works,[object Object],Why the organization exists,[object Object],What are its goals and objectives,[object Object],How it accomplishes those objectives,[object Object],How it needs to change to better accomplish objectives or to meet new challenges,[object Object],It is about meeting business needs.,[object Object],It is about ensuring investment in the right solutions.,[object Object],10,[object Object],© International Institute of Business Analysis™,[object Object]
Business Analysis Body of Knowledge®,[object Object],Version 2,[object Object],[object Object]
Recognizes business analysis is not synonymous with software requirements
Defined & enhanced by the professionals who apply it
Captures the sum of the knowledge required for the practice of business analysis as a professionThe set of tasks, knowledge, & techniques required to identify business needs & determine solutions to business problems. ,[object Object],© International Institute of Business Analysis™,[object Object],11,[object Object],© International Institute of Business Analysis™,[object Object]
BA Planning & Monitoring ,[object Object],12,[object Object],© International Institute of Business Analysis™,[object Object]
Elicitation,[object Object],13,[object Object],© International Institute of Business Analysis™,[object Object]
Requirements Mgt. & Comm.,[object Object],14,[object Object],© International Institute of Business Analysis™,[object Object]
Enterprise Analysis Structure,[object Object],15,[object Object],© International Institute of Business Analysis™,[object Object]
Req’ts Analysis Structure,[object Object],16,[object Object],© International Institute of Business Analysis™,[object Object]
SA&V Structure,[object Object],17,[object Object],© International Institute of Business Analysis™,[object Object]
Underlying Competencies,[object Object],18,[object Object],© International Institute of Business Analysis™,[object Object]
Techniques,[object Object],BABOK Guide lists the most commonly used BA techniques,[object Object],34 given detailed treatment,[object Object],Many more mentioned briefly,[object Object],All are used occasionally by a majority of BAs,[object Object],19,[object Object],© International Institute of Business Analysis®,[object Object]
Core Business Model,[object Object],20,[object Object],© International Institute of Business Analysis®,[object Object]
How do we know this is right?,[object Object],IIBA followed the same process as used to develop ISO standards,[object Object],Developed over 4½ years with multiple public reviews,[object Object],Extensive input from industry experts,[object Object],Backed up by surveys of over 1000 BAs,[object Object],“Generally accepted” practice,[object Object],Methodology-neutral,[object Object],21,[object Object],© International Institute of Business Analysis®,[object Object]
Business Analysis Today,[object Object],What is the value of business analysis?,[object Object],How are companies using BAs?,[object Object],22,[object Object],© International Institute of Business Analysis®,[object Object]
Constant Growth in IT Costs,[object Object],Source: U.S. Bureau of Economic Analysis,[object Object],23,[object Object]
Projects: Riddled with Complexity,[object Object],A Legacy of Complexity,[object Object],Complex business environment,[object Object],Multiple, inflexible systems functioning together,[object Object],Unproven technology,[object Object],Multiple products from diverse vendors,[object Object],Complex project teams,[object Object],Political sensitivity,[object Object],Complex organizational structure,[object Object],Coupled with Constantly Emerging New Trends,[object Object],IT Alignment,[object Object],Adaptive approaches,[object Object],Agile development,[object Object],Incremental delivery,[object Object],Complexity-reducing design techniques,[object Object],Limit interrelationships of system components,[object Object],Solution design tools,[object Object],New technologies,[object Object],SOA, BPM, Web 2.0, SaaS,[object Object],Requirements Mgt, Auto Test Tools,[object Object],24,[object Object]
IT Project Performance,[object Object], Nearly 2/3 of IT projects fail or are challenged,[object Object], What Measure is Missing?,[object Object],Source: The Standish Group Project Resolution History,[object Object],25,[object Object]
What the Experts Say  ,[object Object],Meta Group Research,[object Object],“Communication challenges between business teams and technologists are chronic - we estimate that 60%-80% of project failures can be attributed directly to poor requirements gathering, analysis, and management.”,[object Object],Forrester Research,[object Object], “Poorly defined applications have led to a persistent miscommunication between business and IT that largely contributes to a 66% project failure rate for these applications, costing U.S. businesses at least $30B every year.”,[object Object],James Martin,[object Object],“56% of defects can be attributed to requirements, and 82% of the effort to fix defects.”,[object Object],> 41% of new development resources are consumed on unnecessary or poorly specified requirements,[object Object],Source: Keith Ellis, Business Analysis Benchmark Study, The Impact of Business Requirements on the Success of Technology Projects, IAG Consulting, 2008,[object Object],26,[object Object]
Root Cause: Quality of BA Work,[object Object],Poor Requirements,[object Object],Questionable Strategic Alignment,[object Object],Inadequate Business Case,[object Object],Deficient Practices,[object Object],System vs. Business Specs,[object Object],Business Benefits not Measured,[object Object],Business Need,[object Object],Not Met,[object Object],Lost Opportunity,[object Object],Inadequate Tools,[object Object],Ineffective Prioritization and Resource Allocation,[object Object],Inadequate Business Involvement,[object Object],Inadequate Focus on Business,[object Object],27,[object Object]
If 40% of work is fixing errors,[object Object],In 2008 alone,,[object Object],$82.9 billion,[object Object],$207,300 per BA,[object Object],or,[object Object],Enough to cure world hunger,[object Object],(Estimated annual investment required worldwide, UN FAO, 8 Oct 2009),[object Object],28,[object Object],© International Institute of Business Analysis®,[object Object]
Actually it’s probably worse…,[object Object],Stats are U.S. only,[object Object],Doesn’t take into consideration:,[object Object],Opportunity costs,[object Object],Requirements that failed to deliver full potential benefit,[object Object],Non-IT related requirements errors,[object Object],29,[object Object],© International Institute of Business Analysis®,[object Object]
We Can Do Better,[object Object],30,[object Object],© International Institute of Business Analysis®,[object Object],Source: IAG Business Analysis Benchmark - 2009,[object Object]
Our Challenge:Close the Gap in BA Capabilities,[object Object],31,[object Object]
“Off Balance”,[object Object],Without clarity in the Business Analyst role:,[object Object],[object Object]
Rush to code/build
Insufficient customer involvement
Deficient requirements practices and tools
Not measuring business benefits32,[object Object]
Typical BA,[object Object],40 years old,[object Object],Well educated,[object Object],Hails from IT,[object Object],> 5 years BA experience,[object Object],Analysis skills acquired on the job,[object Object],33,[object Object],© International Institute of Business Analysis®,[object Object],Sources:  Recession in America July 17, 2008, Business Week http://www.businessweek.com/technology/content/jul2008/tc20080717_842379.htm.  The New Business Analyst: A Strategic Role in the Enterprise, November 2006 Evans Data Corporation Research Study,[object Object]
Importance of Specialist Skills,[object Object],34,[object Object],© International Institute of Business Analysis®,[object Object],Source: Forrester/IIBA Survey, 2009.,[object Object]
Must Use Wide Range of Skills,[object Object],35,[object Object],© International Institute of Business Analysis®,[object Object],Source: IIBA Survey, 2008,[object Object]
Change Still Needed,[object Object],We know what to do, but don’t do it,[object Object],BAs believe that all aspects of role as defined in BABOK are important,[object Object],BAs spend most actual work time on elicitation and specification,[object Object],EA, SA&V known to be important but are still not being done,[object Object],36,[object Object],© International Institute of Business Analysis®,[object Object]
The Future of Business Analysis,[object Object],How is the BA role changing?,[object Object],How will BAs adapt to new technology?,[object Object],37,[object Object],© International Institute of Business Analysis®,[object Object]
Business & Business Analysis,[object Object],Business,[object Object],Developing, packaging, and selling products and services to customers to generate revenue,[object Object],Business Analysis,[object Object],Identifying and articulating the need for change, and facilitating that change,[object Object],38,[object Object],© International Institute of Business Analysis™,[object Object]
The New Reality,[object Object],20th Century,[object Object],It’s about the technology,[object Object],“If the business would just give us the requirements, we could build a custom solution”,[object Object],or,[object Object],“If we build it, they will use it and love it”,[object Object],21st Century,[object Object],It’s about the business,[object Object],Architect the future state of the business when our strategy has been executed,[object Object],Identify gaps in capabilities needed to achieve future state,[object Object],Conduct feasibility analysis for best solution to fill gaps,[object Object],Build and continually validate the business case,[object Object],Elicit , analyze, evolve, iterate, validate requirements/solution,[object Object],39,[object Object],© International Institute of Business Analysis™,[object Object]
How does BA Add Value?,[object Object],Benefits of BA,[object Object],Realization of Benefits,[object Object],Avoidance of Cost,[object Object],Identification of New Opportunities,[object Object],Understanding of Needed Capabilities,[object Object],Modeling the Organization,[object Object],Models are useful for:,[object Object],Communication,[object Object],Training,[object Object],Persuasion,[object Object],Analysis,[object Object],Compliance,[object Object],Software Requirements,[object Object],Direct Execution,[object Object],KM and Reuse,[object Object],40,[object Object],© International Institute of Business Analysis®,[object Object]
The Opportunity,[object Object],41,[object Object],© International Institute of Business Analysis™,[object Object],Organization Need for BAs = (maturity, size, diversity),[object Object],MATURITY,[object Object],SIZE,[object Object],DIVERSITY,[object Object],Number of Product Lines,[object Object],Marketplace Uniformity,[object Object],Number of Employees,[object Object],Geographic Dispersion,[object Object],Age of ,[object Object],Product Lines Marketplace Stability,[object Object],Competition,[object Object],[object Object]
Highly specialized industries or niche markets will require specialists
Established product lines & stable markets require limited business analysis
Competitive and developing markets have a critical need for highly experienced generalists and specialists in the competency domain (e.g., strategic, marketplace analysis)

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The Past, Present and Future of the BA Profession

Hinweis der Redaktion

  1. For many organizations, strategy is an emergent phenomenonThey may not have a well defined set of goalsWhat they do may have little to do with those goals
  2. Rework and abandoned systems$75B per yearFailed state DMV projects$45-67MCONFIRM rental car project$165MAutomating insurance policy processing$50MEuroDisney$4BFBI’s Virtual Case Mgt.$170M
  3. The 20th century view is alive and well today—call it “naïve agile”Many (NOT all) Agilists assume that business value is what the users ask forIn practice users often ask for things that deliver zero or negative business value
  4. Need for BAs = f(maturity, size, diversity)
  5. BAs need to move away from thinking of themselves as IT folks
  6. IIBA Research shows dozens of analysis techniques and notations in common useExpect to see drop as people standardize on tools