Kathleen Barret is the first and current President of the International Institute of Business Analysis, a professional association for Business Analysts. To support her passion for business analysis, Kathleen works at BMO Financial Group as Program Manager for the offshore software development group. She is here today to share her perspective on the history and future direction of the business analysis profession.
Kathleen Barret is the first and current President of the International Institute of Business Analysis, a professional association for Business Analysts. To support her passion for business analysis, Kathleen works at BMO Financial Group as Program Manager for the offshore software development group. She is here today to share her perspective on the history and future direction of the business analysis profession.
I think a hero is an ordinary individual who finds strength to persevere and endure in spite of overwhelming obstacles Christopher Reeve
What's happening with business analysis? Is the CBAP® becoming accepted? What about BA centers of competency? If the profession is becoming mainstreamed within large organizations why? Does this mean that development is more likely to be outsourced? Is it being driven by increased purchase of COTS stuff? What about tools? Business Architecture (understand and codify the business - top down, bubbles chart) vs Business Analysis - connecting the two disciplines Business domain to system requirements Client perspective on topic of requirements - as a client Can't get clients to articulate requirements very well Best practices for service provider if they want to get good requirements - what should a service provider As a representative / thought leader of the BA community Business Architecture (understand and codify the business - top down, bubbles chart) vs Business Analysis - connecting the two disciplines Business domain to system requirements
Information Technology Increase spend is both a cost of doing business and a competitive advantage IT needs to be operationally efficient – standardize, embrace best practices / tools, eliminate waste, focus on what is important IT becomes a tool to position the organization strategically Global Economy Including NAFTA Resources can be acquired relatively easily at reasonable prices Competitors are everywhere – both local and across the globe Integrated organizations LOBs – vertical Focus on the customer Process, products, infrastructure – horizontal Reuse assets Just in time Delivery Can’t afford mistakes that impact time to market Bad press – reputational risk for public failure Right-sourcing Core Competencies Global Supply chain Role of Technology no longer an inhibitor Not if, it’s how
Key Message: It costs money when you get it wrong! Mistakes: Coke (1886): Coke did not understand their customer needs when Pepsi started the Taste Challenge. They did not ask the right questions. They created New Coke. Oops. Schwinn (1895): Did not recognize their customer need – for mountain bikes – and they went bankrupt in 1993. Apple (1980’s): Did not understand their market (did not license their products to 3 rd parties). Almost disappeared. Look at them today. Have founded their empire on understanding their customers better than anyone else. Overrun many existing players in the MP3 market. In many ways, they made the market. Star performer Disney Lands’ End Monster.com ~
Key Message: so what is BA? Not about documentation / capturing requirements It is about the business
Process- not the people
Key Message: the BOK in a bit more detail
Key message: what is the BA? 145 BA positions listed in BMO BA Positions listed: Workopolis – over 500 with the specific title BA/Business Analyst – Senior, Intermediate, etc. Across Canada – slightly less than half from Toronto and surrounding areas Monster.ca has 432 across Canada – again mostly (2/3+) with specifically BA type titles…in English and French Monster.com has 4264 across the U.S.
Key message: many skills and competencies required of a BA. Breadth and depth will be dependent on your organization Competency knowledge, ability, or expertise in a specific subject area or skill set Skill Something that can be demonstrated; learned technique Roles Analyst / Problem Solver Facilitator Negotiator Artist / Architect Planner Communicator Diplomat Expert / Consultant Strategist Revolutionary
Key message: challenge to leap from tactical to strategic
Key message: one size does not fit all and it will not ever
Key message: role will continue to develop and specialize along 3 axis IT market driving formalization of BA role Cost of failure very high Relatively new role – least mature – other industries / functions have been getting by without formalizing the role Other clearly defined roles within IT – PM, Dev, Tester, architect… Reason why BA BOK had an IT focus – huge need from IT industry Reason why BAs from IT becoming certified before BAs from other areas Rest of marketplace is specialist – e.g., product manager, process engineer, marketing, facilitator Current BOK, because limited focus, does not address the needs of hybrid role – one which combines knowledge from a variety of roles Future BOK will become more robust at the generalist level but also begin to develop / describe areas of specialization
