becoming a successful business analyst
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Becoming a Successful Business Analyst
Co-sponsored by
IT Skills Development Work Group
and
Project Management Work Group
December 15, 2009
Welcome
Goal of IT Skills Development Workgroup (ITSD)
To provide NYS IT Professionals with resources and information • that allows them to build their capabilities
• so that they may take on more advanced roles and tasks in their workplace
Through• Seminars and Forums
• Facilitation and Encouragement of Communities of Practice
• Other Offerings
Today’s Session on Business Analysis:
• What is a Business Analyst?
• What Role do they Play?
• How does Business Analysis and Project Management Interact?
Agenda
Welcome And Introductions
- James Nicol, Co-chair IT Skills Development Work Group
What Makes A Successful Analyst?
- Caryn Quinn, Technodyne
The Role Of The Business Analyst
- Paul Franz And Angie Musa, NYSTEC
Break
Business Analyst And Project Management Roles: How They Interact And Interrelate,
- Kathleen Barret, IIBA President
Panel Discussion
Final Thoughts – James Nicol
Adjourn
What makes a successful Analyst.
Caryn Quinn – TechnoDyne
Business Analysts
Business Analysts
What makes a successful Business Analyst?
NYS Forum IT Skills Development and Project Management Workgroups
15th December 2009
Business Analysts
• Introduction
• What is a Business Analyst (BA) ?
• Why are BAs needed ?
• What do BAs do ?
• How does one become a successful Business Analyst ?
• Tools
• Leverage of the BABOK
• Tailoring the tools for success
• Use Case / Model
AGENDA
Business Analysts
Caryn Quinn
Director Technology, Technodyne
• 20 years experience aligning technology to deliver business value
• Previously Sr. Manager, IBM; VP Technology, Sony; VP Strategic Outsourcing, Velocity
• Primary focus on:
- Helping clients clarify business needs
- Identifying creative solutions to address business needs
- Developing Solution Blueprints
- Managing Organizational and Process change
- Monitoring and measuring project success
INTRODUCTION
Business Analysts
• The BA role is multi-functional and highly varied
• The shape of the BA role depends upon project objectives, clientpreferences and team’s capabilities
• Two commonly encountered models:
WHAT IS A BUSINESS ANALYST
PlanMonitor
& Control
Implement
CloseRelease
Test
Build
Design
Requirements
Product Scope
PMI Project PMI Project
Management ProcessManagement Process Waterfall DevelopmentWaterfall Development
Initiate SCRUM
PRINCE2
SIX Sigma
Agile
RAD
Rational
Etc.Etc.
Poor strategic alignment
Long time to
deliveryPoor risk
management
Poorplanning
Lack of sponsor
involvement
Ineffective communication
Lack of handover(people change management)
Team skills(esp. interpersonal skills)
Business Analysts help manage many of these project areas, most notably Requirements Analysis and Management
Lack of formal PM processes
Poorly defined objectives/scope
WHY ARE BAs NEEDED
Regardless of SDLC model, poor requirements management is consistently in the top 3 reasons for Project Failure
Poor or wrong
requirements*
Business Analysts
• Plan
• Analyze
• Document
• Verify / Test
• Develop Stakeholder relationships
• Work with Stakeholders to elicit and define requirements
• Manage Requirements
• Assess & Validate Solutions
Business Analysts
WHAT DO BAs DO
• Involved in every stage of a successful project’s life cycle
• Communicate
• Communicate
• Communicate
• Communicate
Business Analysts
HOW DOES ONE BECOME A SUCCESSFUL BUSINESS ANALYST
EDUCATION
SKILLS
METHDOLOGY
TOOLS
Business skills / knowledge
Domain (functional) skills
Management & Leadership skills
Technology skills
A successful Business Analyst builds a toolbox of capabilities
On-the-job training
Certificate programs
College courses
Agile: XP, SCRUM
Iterative: RUP, Dynamic System Dev Model
Waterfall:original SDLC
Business Process Analysis
(Code) Profiler
GUI designer
Simulator/Testing
Debugger
Prototyper
The Business Analysis Body of Knowledge or BABOK …
… captures the sum of knowledge within the profession of Business Analysis
… reflects currently accepted practices… provides a framework with associated activities, tasks and skills
But is NOT a “how to do” business analysis instruction manual NOR a methodology
TOOLS – LEVERAGE OF THE BABOK
Business Analysts
• Assessing Project Objectives
Business Environment
Client Preferences
Team Capabilities
Cultural Nuances
Historical Experience (success, failures)
• Customizing available tools to meet the needs of the particular project
• Maintaining flexibility
Business Analysts
TOOLS – TAILORING FOR SUCCESS
Use the tools to accelerate the process, improve efficiency, and quality
Business Analysts
VALUE:
• Greater automation and improved efficiencies
• Enhanced compliance
• Reduced error rate and cost
• Simplified ability to identify and react to (+ / -) patterns
• Improved client / user satisfaction
SCENARIO / USE CASE – OVERVIEW
STATED OBJECTIVE:
Client wishes to replace 30 year old system due to inadequacies
BUSINESS NEED:
An intuitive, easy-to-use application with business
rules-driven functionality supported by workflow
and business analytics
Business Analysts
SCENARIO / USE CASE – SOLUTION BLUEPRINT
Workstream 1 Workstream 1Workstream 1
2005 Year X Year X+1
Enterprise
IP Blueprint
Workstream 1 & 2
Deployment
Workstream 1 & 2
Deployment
Workstream 2 Workstream
2
Detailed
DesignDevelopment Deployment
Project
Ramp-Up
Ramp-
Up
Ramp-
Up
Information Management
Business Process Management
Enterprise Application Integration
Portal / Web Channel
Customers
Technology Infrastructure & Support Applications
Producers/Partners Employees
Business Components
Sales Force Automation
Customer Information
Contact Center
Customer Analytics
Campaign Management
Compliance
Financials Human Resources
Business Components
Document/FormsManagement
InvestmentManagement
Product Configuration
Policy Administration Billing
Automated Underwriting
Rating
Claims Administration
Agent/BrokerAdministration
Reinsurance
Disbursements/Payouts
Needs Analysis/Illustration
Wealth Management Core Banking
IT Contact Center
Information Management
Business Process Management
Enterprise Application Integration
Portal / Web Channel
Customers
Technology Infrastructure & Support Applications
Producers/Partners Employees
Business Components
Sales Force Automation
Customer Information
Contact Center
Customer Analytics
Campaign Management
Compliance
Financials Human Resources
Business Components
Document/FormsManagement
InvestmentManagement
Product Configuration
Policy Administration Billing
Automated Underwriting
Rating
Claims Administration
Agent/BrokerAdministration
Reinsurance
Disbursements/Payouts
Needs Analysis/Illustration
Wealth Management Core Banking
Information Management
Business Process Management
Enterprise Application Integration
Portal / Web Channel
Customers
Technology Infrastructure & Support Applications
Producers/Partners Employees
Business Components
Sales Force Automation
Customer Information
Contact Center
Customer Analytics
Campaign Management
Compliance
Financials Human Resources
Business Components
Document/FormsManagement
InvestmentManagement
Product Configuration
Policy Administration Billing
Automated Underwriting
Rating
Claims Administration
Agent/BrokerAdministration
Reinsurance
Disbursements/Payouts
Needs Analysis/Illustration
Wealth Management Core Banking
Business Components
Sales Force Automation
Customer Information
Contact Center
Customer Analytics
Campaign Management
Compliance
Financials Human Resources
Business Components
Document/FormsManagement
InvestmentManagement
Product Configuration
Policy Administration Billing
Automated Underwriting
Rating
Claims Administration
Agent/BrokerAdministration
Reinsurance
Disbursements/Payouts
Needs Analysis/Illustration
Wealth Management Core Banking
IT Contact Center
Functional FrameworkApproved Project Request
Technical Architecture
Implementation Cost ModelCBS-Paramount TV Cost Summary
Capitalizable
External Costs
Estimated Hardware Costs $770,759.20
Estimated Software Licensing Costs $7,071,250.00
Estimated Training Costs $386,250.00
Estimated Staffing Costs
Sophoi $6,198,931.20
System Integrator $7,190,656.00
Technical Developers $1,989,600.00
Estimated Total Staff Costs $15,379,187.20
Estimated Travel Costs (@ 15% of SI and Technical Developer staff costs)$1,377,038.40
Estimated Sum Total One-time Costs: $24,984,484.80
Tape
TCPIP TCPIP
StorageStorage
Firewall
iPLS Production
Database Server
Integration HubApplication
Server
LDAP Adapter
Load Balancer
AnalyticsOther
Enterprise
Applications
iPLS Disaster Recovery
Database Server
Integration HubApplication
Server
LDAP Adapter
Load Balancer
IP UserIP UserSystem boundary
Analytics
Group
Paramount TV Rights-Out Deployment
Conversions
All Paramount BUs Phase 1 Rights Windows PRAS - Rights In In Scope Medium 280
All Paramount BUs Phase 1 Complete Deal and License information SMACS In Scope Very High 480
All Paramount BUs Phase 1 Complete Deal and License information
PDS (DSTAR, PDSDEAL,
DMS) In Scope Very High 480
All Paramount BUs Phase 1 Complete Deal and License information (Manual) BATS In Scope Very Low 80
All Paramount BUs Phase 1 Complete Deal and License information (Manual) DCNTP In Scope Very Low 80
All Paramount BUs Phase 1 Complete Deal and License information (Manual) DORADO In Scope Very Low 80
All Paramount BUs Phase 1 Dom. Pay Deal Information to TVR INTO TVR In Scope Medium 280
All Paramount BUs Phase 1 Intl. Pay Deal Information to TVR INTO TVR In Scope Medium 280
All Paramount BUs Phase 1 Dom. Pay/SMACS Billing History to TVR INTO TVR In Scope High 360
All Paramount BUs Phase 1 Dom. Pay/SMACS Revenue/Cash History to TVR INTO TVR In Scope High 360
SUB-TOTAL FOR RIGHTS-OUT DEPLOYMENT
CONVERSIONS 5600
Original 3360
Paramount TV Rights-Out Accounting
Deployment Conversions
Domestic Cable, Intl
Free/Basic Phase 2 TFS Change History to iPLS Analytics TFS In Scope High 360
SUB-TOTAL FOR RIGHTS-OUT ACCOUNTING
DEPLOYMENT CONVERSIONS 360
SUB-TOTAL FOR ALL PARAMOUNT TV
CONVERSIONS 5960
Scope Complexity Total HoursConversion DescriptionPhase Source System
RICE Analysis
Project Timeline
Sales
Traffic
Manage financials
Manage portfolio of business
Manage submission
Process quote Manage policy
• Look-up and log insured info
• Log submission
• Rate submission
• Provide quote
• Maintain quote
• Print and provide quote doc
• Provide binder
• Provide invoice
• Print and assemble policy (w/ endorsements)
• Provide policy
• Track expirations
• Generate
renewals
• Track invoices / open receivables
• Pursue overdues
• Report on financial health
• Track business lost
• Analyze hit-ratios
• Adjust sales and marketing
strategy
UnderwritingProcess Flow
1. Ability to support an underwriter referral process model (work-flow capability).
1. Ability to call the underwriting engine in either an On-Line or Batch mode.
1. Transaction Type.
1. Pricing Program/Tier.
1. Producer/sub producer.
1. State and or other Geography.
1. Risk attributes.
1. Product.
1. Line of Business.
1. Ability to support unique underwriting rule sets/underwriting questions by:
1. Rewrite.
1. Reinstatement with lapse.
1. Reinstatement with no lapse.
1. Cancellations.
1. Renewals.
1. Policy Changes.
1. Quote/New Business.
1. Ability to support the following transaction types:
1.General Requirements:
CommentsSupport
1/2/3/4*
Priority
M/D/N
Requirement/Feature
1. Ability to support an underwriter referral process model (work-flow capability).
1. Ability to call the underwriting engine in either an On-Line or Batch mode.
1. Transaction Type.
1. Pricing Program/Tier.
1. Producer/sub producer.
1. State and or other Geography.
1. Risk attributes.
1. Product.
1. Line of Business.
1. Ability to support unique underwriting rule sets/underwriting questions by:
1. Rewrite.
1. Reinstatement with lapse.
1. Reinstatement with no lapse.
1. Cancellations.
1. Renewals.
1. Policy Changes.
1. Quote/New Business.
1. Ability to support the following transaction types:
1.General Requirements:
CommentsSupport
1/2/3/4*
Priority
M/D/N
Requirement/Feature
Version: 1.0Underwriting Functional Requirements Title:
Page: 1 of 3DATE: 11/29/06Organization:
Functional Area: Automated Underwriting
Version: 1.0Underwriting Functional Requirements Title:
Page: 1 of 3DATE: 11/29/06Organization:
Functional Area: Automated Underwriting
Requirements Definition
The Solution Blueprint :an integrated set of elements that define the project
Project Team
Governance/Change Mgmt Analyst
Testing CoordinatorTraining Coordinator
Governance Team
Governance/Change Mgmt Analyst
Testing CoordinatorTraining Coordinator
Governance Team
Client Project ManagementSystem Integrator Project Management
Project Management
Client Project ManagementSystem Integrator Project Management
Project Management
Client Executive SponsorSystem Integrator Executive Management
Steering Committee
Client Executive SponsorSystem Integrator Executive Management
Steering Committee
Subject Matter Experts
Advisory Board
Subject Matter Experts
Advisory Board
Workstream 2
Business AnalystTechnical AnalystDeveloperData Base ArchitectInterface / Conversion Lead
Workstream 2
Business AnalystTechnical AnalystDeveloperData Base ArchitectInterface / Conversion Lead
Workstream 1
Business AnalystTechnical AnalystDeveloperData Base ArchitectInterface / Conversion Lead
Workstream 1
Business AnalystTechnical AnalystDeveloperData Base ArchitectInterface / Conversion Lead
illustrative
Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
Information Management
Business Process Management
Enterprise Application Integration
Portal / Web Channel
Customers
Technology Infrastructure & Support Applications
Producers/Partners Employees
Business Components
Sales Force Automation
Customer Information
Contact Center
Customer Analytics
Campaign Management
Compliance
Financials Human Resources
Business Components
Document/FormsManagement
InvestmentManagement
Product Configuration
Policy Administration Billing
Automated Underwriting
Rating
Claims Administration
Agent/BrokerAdministration
Reinsurance
Disbursements/Payouts
Needs Analysis/Illustration
Wealth Management
Core Banking
IT Contact Center
Information Management
Business Process Management
Enterprise Application Integration
Portal / Web Channel
Customers
Technology Infrastructure & Support Applications
Producers/Partners Employees
Business Components
Sales Force Automation
Customer Information
Contact Center
Customer Analytics
Campaign Management
Compliance
Financials Human Resources
Business Components
Document/FormsManagement
InvestmentManagement
Product Configuration
Policy Administration Billing
Automated Underwriting
Rating
Claims Administration
Agent/BrokerAdministration
Reinsurance
Disbursements/Payouts
Needs Analysis/Illustration
Wealth Management
Core Banking
Information Management
Business Process Management
Enterprise Application Integration
Portal / Web Channel
Customers
Technology Infrastructure & Support Applications
Producers/Partners Employees
Business Components
Sales Force Automation
Customer Information
Contact Center
Customer Analytics
Campaign Management
Compliance
Financials Human Resources
Business Components
Document/FormsManagement
InvestmentManagement
Product Configuration
Policy Administration Billing
Automated Underwriting
Rating
Claims Administration
Agent/BrokerAdministration
Reinsurance
Disbursements/Payouts
Needs Analysis/Illustration
Wealth Management
Core Banking
Business Components
Sales Force Automation
Customer Information
Contact Center
Customer Analytics
Campaign Management
Compliance
Financials Human Resources
Business Components
Document/FormsManagement
InvestmentManagement
Product Configuration
Policy Administration Billing
Automated Underwriting
Rating
Claims Administration
Agent/BrokerAdministration
Reinsurance
Disbursements/Payouts
Needs Analysis/Illustration
Wealth Management
Core Banking
IT Contact Center
This model is used to clarify, communicate, and confirm the solution with the
client / business users.
The model serves as the basis for Technical Architecture and Process Flows.
OWNERSHIP: Business Analyst
The Functional Framework is
a tool that defines the major
components of functionality
of the desired solution and their relationship to each
other.
illustrative
Tape
TCPIP TCPIP
StorageStorage
Firewall
iPLS Production
Database Server
Integration HubApplication
Server
LDAP Adapter
Load Balancer
AnalyticsOther
Enterprise
Applications
iPLS Disaster Recovery
Database Server
Integration HubApplication
Server
LDAP Adapter
Load Balancer
IP UserIP UserSystem boundary
Analytics
Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
The Technical Architecture along with the Process Flows serves as the basis for
the Requirements Document.
OWNERSHIP: Business Analyst
illustrativeThe Technical Architecture
brings the Functional
Framework from a
logical, business perspective to a physical,
technical perspective.
Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
Process Flows leverage the Functional Framework which shows the whatneeds to be done to articulate how the business does it.
The Process Flows along with the Technical Architecture serves as the basis
for the Requirements Document.
OWNERSHIP: Business Analyst
Sales
Traffic
Manage financials
Manage portfolio of business
Manage submission
Process quote Manage policy
• Look-up and log
insured info
• Log submission
• Rate submission
• Provide quote
• Maintain quote
• Print and provide
quote doc
• Provide binder
• Provide invoice
• Print and
assemble policy
(w/ endorsements)
• Provide policy
• Track expirations
• Generate
renewals
• Track invoices / open receivables
• Pursue overdues
• Report on
financial health
• Track business lost
• Analyze hit-ratios
• Adjust sales and
marketing strategy
UnderwritingillustrativePro
cess
Activitie s
Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
Requirements Definition and RICE (Reports, Interfaces, Conversions,
Extensions) define the high-level details of what needs to be created.
These documents, together, will help articulate resource needs and the timeline
for development of the solution.
OWNERSHIP: Business Analyst, (Programmer)
illustrative
Group
Paramount TV Rights-Out Deployment
Conversions
All Paramount BUs Phase 1 Rights Windows PRAS - Rights In In Scope Medium 280
All Paramount BUs Phase 1 Complete Deal and License information SMACS In Scope Very High 480
All Paramount BUs Phase 1 Complete Deal and License information
PDS (DSTAR, PDSDEAL,
DMS) In Scope Very High 480
All Paramount BUs Phase 1 Complete Deal and License information (Manual) BATS In Scope Very Low 80
All Paramount BUs Phase 1 Complete Deal and License information (Manual) DCNTP In Scope Very Low 80
All Paramount BUs Phase 1 Complete Deal and License information (Manual) DORADO In Scope Very Low 80
All Paramount BUs Phase 1 Dom. Pay Deal Information to TVR INTO TVR In Scope Medium 280
All Paramount BUs Phase 1 Intl. Pay Deal Information to TVR INTO TVR In Scope Medium 280
All Paramount BUs Phase 1 Dom. Pay/SMACS Billing History to TVR INTO TVR In Scope High 360
All Paramount BUs Phase 1 Dom. Pay/SMACS Revenue/Cash History to TVR INTO TVR In Scope High 360
SUB-TOTAL FOR RIGHTS-OUT DEPLOYMENT
CONVERSIONS 5600
Original 3360
Paramount TV Rights-Out Accounting
Deployment Conversions
Domestic Cable, Intl
Free/Basic Phase 2 TFS Change History to iPLS Analytics TFS In Scope High 360
SUB-TOTAL FOR RIGHTS-OUT ACCOUNTING
DEPLOYMENT CONVERSIONS 360
SUB-TOTAL FOR ALL PARAMOUNT TV
CONVERSIONS 5960
Scope Complexity Total HoursConversion DescriptionPhase Source System
1. Ability to support an underwriter referral process model (work-flow capability).
1. Ability to call the underwriting engine in either an On-Line or Batch mode.
1. Transaction Type.
1. Pricing Program/Tier.
1. Producer/sub producer.
1. State and or other Geography.
1. Risk attributes.
1. Product.
1. Line of Business.
1. Ability to support unique underwriting rule sets/underwriting questions by:
1. Rewrite.
1. Reinstatement with lapse.
1. Reinstatement with no lapse.
1. Cancellations.
1. Renewals.
1. Policy Changes.
1. Quote/New Business.
1. Ability to support the following transaction types:
1.General Requirements:
CommentsSupport
1/2/3/4*
Priority
M/D/N
Requirement/Feature
1. Ability to support an underwriter referral process model (work-flow capability).
1. Ability to call the underwriting engine in either an On-Line or Batch mode.
1. Transaction Type.
1. Pricing Program/Tier.
1. Producer/sub producer.
1. State and or other Geography.
1. Risk attributes.
1. Product.
1. Line of Business.
1. Ability to support unique underwriting rule sets/underwriting questions by:
1. Rewrite.
1. Reinstatement with lapse.
1. Reinstatement with no lapse.
1. Cancellations.
1. Renewals.
1. Policy Changes.
1. Quote/New Business.
1. Ability to support the following transaction types:
1.General Requirements:
CommentsSupport
1/2/3/4*
Priority
M/D/N
Requirement/Feature
Version: 1.0Underwriting Functional Requirements Title:
Page: 1 of 3DATE: 11/29/06Organization:
Functional Area: Automated Underwriting
Version: 1.0Underwriting Functional Requirements Title:
Page: 1 of 3DATE: 11/29/06Organization:
Functional Area: Automated Underwriting
illustrative
RICE AnalysisRequirements Definition
Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
The culmination of this effort is the development of a Project Timeline and
Project Implementation Cost Model.
Together, these identify the Level of Effort (LoE) and Cost to create and deploy the solution to the user base.
OWNERSHIP: Business Analyst, Project Manager
Workstream 1 Workstream 1Workstream 1
2005 Year X Year X+1
Enterprise
IP Blueprint
Workstream 1 & 2
Deployment
Workstream 1 & 2
Deployment
Workstream 2 Workstream
2
Detailed
DesignDevelopment Deployment
Project
Ramp-Up
Ramp-Up
Ramp-Up
Implementation Cost ModelCBS-Paramount TV Cost Summary
Capitalizable
External Costs
Estimated Hardware Costs $770,759.20
Estimated Software Licensing Costs $7,071,250.00
Estimated Training Costs $386,250.00
Estimated Staffing Costs
Sophoi $6,198,931.20
System Integrator $7,190,656.00
Technical Developers $1,989,600.00
Estimated Total Staff Costs $15,379,187.20
Estimated Travel Costs (@ 15% of SI and Technical Developer staff costs)$1,377,038.40
Estimated Sum Total One-time Costs: $24,984,484.80
Project Timeline
illustrative
illustrative
Business Analysts
The Business Analyst’s role is a multi-functional, highly varied role
Various formal and informal learning opportunities exist to develop the skills required for this role
The model of this role on any project will depend on the project objectives, client preference, and team’s capabilities
A set of industry tools exist to assist the Business Analyst; these are commonly known as BABOK – Business Analyst Body of Knowledge
CONCLUSION
Business Analysts
Appendix
Business Analysts
WHAT IS A REQUIREMENT
A requirement is a description of a stakeholder need
Specifically, requirements are:
(1) A condition or capability needed by a stakeholder to solve a
problem or achieve an objective
(2) A condition or capability that must be met or possessed by a
solution or solution component to satisfy a contract, standard, specification, or other formally imposed documents\
(3) A documented representation of a condition or capability as in (1) or (2)
Business Analysts
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
The IT Project Request Form is a tool that
facilitates alignment at project onset
This form defines:
• Project objectives
• Anticipated business benefits
• Probable risks and mitigation steps
• Timeline
• Roles and Responsibilities
• Costs
It is supported by the Project Organization Chart
OWNERSHIP: Project Manager
Governance/Change Mgmt
AnalystTesting CoordinatorTraining Coordinator
Governance Team
Governance/Change Mgmt
AnalystTesting CoordinatorTraining Coordinator
Governance Team
Client Project ManagementSystem Integrator Project Management
Project Management
Client Project ManagementSystem Integrator Project Management
Project Management
Client Executive SponsorSystem Integrator Executive Management
Steering Committee
Client Executive SponsorSystem Integrator Executive Management
Steering Committee
Subject Matter Experts
Advisory Board
Subject Matter Experts
Advisory Board
Workstream 2
Business AnalystTechnical AnalystDeveloperData Base ArchitectInterface / Conversion Lead
Workstream 2
Business AnalystTechnical AnalystDeveloperData Base ArchitectInterface / Conversion Lead
Workstream 1
Business AnalystTechnical AnalystDeveloperData Base Architect
Interface / Conversion Lead
Workstream 1
Business AnalystTechnical AnalystDeveloperData Base Architect
Interface / Conversion Lead
illustrative
The role of the Business Analyst.
Paul Franz and Angie Musa
NYSTEC
Role of the Business Analyst
Presented by:
Angie Musa, CBAP® and Paul Franz, CBAP®
December 15, 2009
Presentation Outline
– What is Business Analysis?
– Who is the Business Analyst?
– What skills and knowledge does a BA need?
– Tools and Techniques
– BABOK ® KAs and the PM Lifecycle
– Summary
What is Business Analysis?
Who is the Business Analyst?
– any person who performs business analysis
activities – regardless of their job title or
organizational role
Role of a BA
The Bridge Between
Stakeholders
• Liaison
• Enabler
• Change Agent
Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com
Job Duties
NYS Civil Service Position Description
Work as a liaison between stakeholders in
order to elicit, analyze, communicate, and
validate requirements for changes to business
processes, policies, and information systems
http://www.cs.state.ny.us/announarchive/announcements/25-156.cfm
Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com
Assigning the BusinessAnalyst
What Skills Does a BA Need?
Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com
Soft skills
– Communication• Written
• Oral
• Presentation
– Interpersonal • Relationships
• Facilitation
• Negotiation
• Trustworthiness
– Analytic skills • Creativity
• Logical thinking
• Decision making
The depth of business and technical knowledge varies and finding the right balance is important
Knowledge Areas
– Business Analysis Planning and Monitoring
– Elicitation
– Requirements Management and
Communication
– Enterprise Analysis
– Requirements Analysis
– Solution Assessment and Validation
– Underlying Competencies
Tools and Techniques
– Techniques are the way a practitioner
performs a business analysis tasks
• Techniques can also describe a specific form that the output of a business analysis task may take
– BABOK® Guide identifies 49 techniques
• BA does not need to be an expert in all techniques
• Should understand commonly used techniques and how to best apply them
Sample Tools and Techniques
– Elicitation
• Observation
• Brainstorming
• Focus Groups
• Survey/Questionnaire
• Interviews
• Requirements Workshops
– Analysis
• Business Rules Analysis
• Decision Analysis
• Document Analysis
• Interface Analysis
• Functional Decomposition
Sample Tools and Techniques
– Modeling
• Scope Models
• Process Models
• Data Models
• Technical Models
– Validation
• Criteria Definition
• Metrics and Key Performance Indicators
• Structured Walkthrough
BA Activities and the Project Management Lifecycle
Cited from the BABOK® Guide v 2
Summary
– Role of the successful BA?
• Liaison among stakeholders
• Enables the organization to achieve goals
• Identifies and supports transformational change
• Necessary knowledge, skills and experience
• Understanding of how to best apply commonly used tools and techniques
Business Analyst and Project Management roles: how they
interact and interrelate
Kathleen Barret
President
International Institute of Business Analysis
The Project Manager / Business Analyst Partnership
December 15, 2009
Learning Objectives
– Gain a better understanding of the roles of the PM and BA.
• The strengths of each role – measures of success & critical success factors
• How the roles complement one another
– Discuss best practices and challenges with the PM/BA partnership
54
In the Beginning...
There was chaos...
55
In the Beginning...56
A lot of work was
being done...
But it was not always productive
A Little Later On…
Build ImplementPlan Test
Organizations invested in
Project Management practices
“Typical” Project Life Cycle
Project Management Practices
– Planning Skills
– Project Team Management
– Issue & Risk Management
– Cost Control
– Stakeholder Management
– Contingency Planning
– Decision Analysis
58
But something was still missing
Build ImplementPlan Test
The Solution did not
solve the problem
But something was still missing
Build Implement
Definition
of need
Plan Test
The Big
Picture
The
Missing
PIECES!
But something was still missing
Build Implement
Definition
of need
Plan Test
The Big
Picture
The
Missing
PIECES!
Enter the Business Analyst...
The Picture is Complete
Build ImplementPlan TestDescribe Define
Project ManagementBusiness Analysis
PM / BA Knowledge Areas63
PM Knowledge Areas
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resources Mngmt
• Project Communications
Management
• Project Risk Management
• Project Procurement Mngmt
BA Knowledge Areas
• Enterprise Analysis
• Business Analysis Planning &
Monitoring
• Requirements Management & Communications
• Elicitation
• Requirements Analysis
• Solutions Assessment & Validation
+
= Success
Business Analysis Practices
– Critical Thinking
– Investigative Skills
– Stakeholder Perspective
– Modeling
– Communications skills
– Facilitation and Negotiation
– Influence without authority
64
Two Roles – One Goal
Project Manager Business Analyst
65
�The person insuring the delivery of the right solution
�The person accountable for delivering a project
Key Accountabilities66
PLANPLAN
MANAGEMANAGE
CONTROLCONTROL
Project Manager Business Analyst
DELIVERDELIVER
•Stakeholder Expectation• Issues/Risks•Requirements team
•Product Scope•Requirements Schedule•Requirements Change
A business solution
•Stakeholder Expectation•Issues & Risks•Project team
•Project Scope•Project Schedule•Project Cost
Project Approach, Process & Deliverables
Requirements Approach, Process & Deliverables
Project
Measures of Success - PM
Project delivered:
– On Time
– Within Budget
– Within the agreed-to scope
67
Project
Time
Cost
Scope
Measures of Success - BA
d:
– Approved requirements
– Functionality & operability
In the context of the business’ mission & strategy
68
SCOPE
USABILITY
BUSINESSVALUE
REQUIREMENTS
An Analogy
Project Manager Business Analyst
69
Working together for Success
– Leverage each other’s strengths
– Recognize the ‘healthy tension’
– Clearly communicate the partnership
• To the team
• To the stakeholders
For More Information
About IIBA – Kathleen Barret
www.theiiba.org
About Keane – David Nagy
www.keane.com
Concluding Thoughts