iiba italy chapter aperitivo serale bawi experience v03

IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis. CBAP® and CCBA® are registered certification marks owned by International Institute of Business Analysis. Certified Business Analysis Professional, Certification of Competency in Business Analysis, Endorsed Education Provider, EEP and the EEP logo are trademarks owned by International Institute of Business Analysis.

#BAWI2015 EXPERIENCEBridging the Gap between Strategy and ExecutionThe challenge for better business outcomes10th November, 2015

Milano & Roma

Prassede Colombo & Sara Lanciotti

IIBA® Italy Chapter President & Rome Branch Director

IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis. CBAP® and CCBA® are registered certification marks owned by International Institute of Business Analysis. Certified Business Analysis Professional, Certification of Competency in Business Analysis, Endorsed Education Provider, EEP and the EEP logo are trademarks owned by International Institute of Business Analysis.

BAWI introduction

Prassede Colombo IIBA® Italy Chapter

Kashif Riaz,

IIBA® Regional Director EMEA Region

Stephen Ashworth,

IIBA® President and CEO

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BAWI Path for …. Business Value

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From IIBA’s BA Framework to actions for Delivery Value

Define the Right Strategy

Monitor Solution Implementation, TraceabilityFinalize Requirements Analysis & Design

Validate Implemented Solutions

Address the Right Solution

Monitor Results in Field

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Bridging Strategy to Execution

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We Are in EMEA Region

# chapters : 24# IIBA Members: 3868# CBAP: 891# CCBA: 142

Kashif Riaz, Regional Director IIBA,

EMEA Region

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Core Purpose IIBA & Chapters

Support the Core Purpose in Italy and in EMEA Area

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Italy

News from BBC in Las Vegas

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We Are GLOBAL

# chapters : 116# IIBA Members: 29,000 +# Corporate Members: 240+ # CBAP: 5500+ # CCBA: 775

Stephen Ashworth,IIBA President and CEO

Reshaping theGlobal Vision of

Business Analysis

Stephen Ashworth,President and CEO

September 2015

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Local Connections. Global reach.

• Global Tour focuses on supporting local opportunities and creating opportunities to expand global reach

• Significant opportunities are emerging

• It is time to take a significant step forward

• Implementation of flexible, sustainable model

• Build networking, volunteering and mentoring opportunities

• Corporate connectivity

• Support to grow the business analysis discipline

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FROM STRATEGY TO BUSINESS RESULTS: THE BABOK ® GUIDE V3 FRAMEWORK

Michele Maritato

IIBA® Director

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What is Strategy?

• Strategy Definition

• Strategy Implementation

• Strategy Execution

Strategy in company is the art and science of leading a company to success.The objective of the CEO, is to define, implement and execute the strategy.

How

What

How well

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OpportunitiesThreats

From Strategy to Business Results

STRATEGYDEFINITION

STRATEGYIMPLEMENTATION

STRATEGYEXECUTION

“However beautiful the strategy, you should occasio nally look at the results ” (Sir Winston Churchill)

“An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advanta ge” (Jack Welch)

Constant status of CHANGE

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Can Business Analysis help in overcoming these challenges?

And if yes, how?

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What is Business Analysis

• “The practice of enabling change in an enterprise by defining needsand recommending solutions that deliver value to stakeholders”

• The Business Analyst as a Change Enabler

• Understand the business context , the stakeholders

• Elicit needs and concerns

• Define the problem , create alignment

• Identify the root causes

• Define the solution , Innovate

• Describe the solution , assess the full impact and risks

• Communicate and “sell” (consensus) the solution

• Motivate people to work towards the solution

• Work with the people to implement the solution

• Validate the solution

• Evaluate the performances of the solution

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Conclusions

• Strategy Definition, Implementation and Execution put the Organization in a continuous state of change

• Business Analysis is a fundamental discipline to dominate this continuous state of change

• Business Analysts as Change Enablers provide value to Strategy Definition, Implementation and Execution at all levels of the Organization

• The Babok® Guide is the standard defined by the IIBA®

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A PERFECT STRATEGY WITHOUT EXECUTION AND TRACKING: A USELESS EXERCISE

Angelo Pansini

Finmeccanica Land & Naval Systems Division

Strategy Director at Selex ES

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Even an outstanding Strategic Plan, without an effe ctive Execution, is a useless exercise

Business Analysis represents the indispensable tool to feed a Strategic Plan, and make its execution effective

INTRODUCTION

Effective strategy execution should be based on two pillars

1. A set of pre-requisites that must characterize the Company strategy

2. A clear, shared and applied toolset for strategic control

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PRE-REQUISITES FOR A “HIGH QUALITY” STRATEGY….AND EXECUTION

DISTINCTIVE

DESCRIPTIVE

CREDIBLE

CONCRETE

MEASURABLE

1

2

3

4

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A «Smart Strategy»

The «Right Execution»

From strategy, objectives and actions shall be defined, which must refer to relevant timeframesAnd has to be monitored

Strategic objectives shall be perceived by the organization as realistic, achievable, and consiste nt with available resources and competitive levers

What differentiates ourselves from our competitors, making us - if possible - “unique” (core capabilities )

Who is the customer ? What does he value ?Where and with whom do we compete ?How effective is our offer proposition ?How do we coherently shape the strategy ?

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In conclusion ……….

Implement a structured , conscious ,“ fact-based ” process

Identify and apply tools to track and check the process

Ensure the alignment between Strategy (Strategic Plan) and key figures

(Budget/Plan)

STRATEGY

EXECUTION

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Jack Welch

Chairman and CEO of General Electric

between 1981 and 2001. During his tenure at

GE, the company's value rose 4000%

“If you don’t have a competitive advantage

don’t compete”

….. but, at the end of the story ….

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The digital transformation journey:Business Analysis to drive better business outcomes

Giuseppe D’AmelioInformation Management Solutions & Services Director at Canon Italia

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WHEN and HOW companies have to TRANSFORM into digital?

Presentation The digital transformation journey: Business Analysis to drive better business outcomes

DIGITAL TRANSFORMATION

BUSINESS AS USUSAL

OPTIMIZATION

ENHANCEDBUSINESS

OPPORTUNITIES

Corporate Life Span is decreasing year over year, at the present rate, 75 percent of S&P 500 incumbents will be gone by 2027 .

Source: Standard & Poor’s

By 2020 , more than 7 billion people and businesses, and at least 35 billion devices , will beconnected to the Internet .Source: Gartner

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Why Business Analysis


George Santayana« Those who cannot remember the past

are condemned to repeat it »

BABOK provides proven GUIDELINESto AVOID COMMON MISTAKES .

To obtain the FULL BENEFIT it is important to ADAPT it based on specific Business & Technology Needs and Domain .

26Presentation The digital transformation journey: Business Analysis to drive better business outcomes

Key business analysis knowledge areas in digital transformation

Key techniques to ENHANCE BUSINESS OPPORTUNITIES come from STRATEGY ANALYSIS

USE CASES and BUSINESS SCENARIOS

BUSINESS CASE

DIGITAL TRANSFORMATION

BUSINESS AS USUSAL

OPTIMIZATION

ENHANCEDBUSINESS

OPPORTUNITIES

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BUSINESS CASE

New business models developed through classic economics tools : the “Business Case”


It provides the insight and understanding necessary to support MANAGEMENT DECISIONS and INVESTMENTS

Reference Context

Assumptions

Cost & Benefits

Sensitivity and Risks

Recommendations

It’s important to identify and analyze Optional SCENARIOS to explore Enhanced Business Opportunities

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Use case: from business needs to business case and solution

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Chat&Cash: Can mobile payments be Social?

Antonella VerziniHead of Issuing and Acquiring Unit at Banco Popolare

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Why Banco Popolare joinedBA methodology ?

Chat&Cash: can mobile payments be social?

How three of the BA knowledge areas support the delivery of business value before, during, and after the life cycle of a project

Sou

rce:

BA

BO

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Chat&Cash :a successfull(?) BA application case history

Chat&Cash: can mobile payments be social?

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Analyze CurrentState

DefineFutureState

AssessRisks

DefineChangeStrategy

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DefineFutureState

AssessRisks


Business Model Canvas

Mind Mapping

Focus Groups

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BA

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3Analyze current state

Main used techniques :

Benchmarking and Market Analysis

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DefineFutureState

AssessRisks


Sou

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BA

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3Opportunities


Benchmarking and Market Analysis

Acceptance and Evaluation Criteria

Brainstorming

Business Capability Analysis

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DefineFutureState

AssessRisks


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rce:

BA

BO

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3Risks evaluation and strategy

Estimation

Financial Analysis

Brainstorming


Risk Analysis and Management

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Expo 2015 Digital Cloud Smart City Why Business Analysis is Key?

Fabrizio RapisardaExpo 2015 Engineering & Service Manager Director

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Expo Milan 2015 Expectation and Complexity

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The role of Telecom Italia: Technological Enabler of Expo Digital Smart City

TLCTLCTLCTLCInfrastructure

FirstFirstFirstFirstPartner

to join EXPO

2011201120112011September

we started tosupport Expo

ServicesServicesServicesServices

Platforms &Platforms &Platforms &Platforms &Applications Applications Applications Applications

CloudCloudCloudCloudInfrastructure

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StakeHolderStakeHolderStakeHolderStakeHolder

• work with stakeholders to identify and understand their needs and concerns, and understand the environment in which they work

How have we addressed the complexity?Business Analysis Approach

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Milan Expo2015 Stakeholders Analysis and classification

International Instituituions

Partners Eco-System

EXPO Shareholders & Country Institution

Participants CountriesCommunication&Media

Corporate

Citizen

Visitors

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4

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• Italian

• Foregneirs

• ...

• National Government

• Local Institutions

• TV

• advertising agencies...

• Governments of participantcountries

• ...

• From Milan

• From Italy

• Worldwide

• ...

• Partner & Sponsor

• Providers

• ...

• BIE (Bureau International des Expositions)

• ...

• TI

• CISCO

Expo 2015 SpA

Main Stake holder Business Stake holder

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BAWI 2015 How Organizations are Bridging the Gap between Strategy and Execution?

Chairman: Angelo Pansini, Prassede Colombo

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ROUNDTABLE DiscussionHow Organizations are Bridging the Gap between

Strategy and Executionsharing the experiences with

AWARENESS of the Needs of Business Analysis ENGAGEMENT of Decision Makers: Actions for Bridging…

through BA Capabilities

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BA & Business Analyst Challenge

INNOVATION

ImprovementInnovation OperationsStrategy

Sources: Prassede Colombo: PM-BA Business Analysis Competencies: BABOK Guide & Business Analysts,Kevin Brennan - The Past, Present, and Future of Business Analysis

CHANGE

BA

Mat

urity

BAWI 2015AWARENESS of BA Needs ENGAGEMENT of Decision MakersActions for Bridging… through BA Capabilities

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BAWI 2015 SponsorThanks to Our Sposor

for helping the BA growing and for

sharing their experiences with us

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What's next ?

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Italy

News from BBC in Las Vegas

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Who we are:IIBA Italy Chapter Board

Luigi PantarottoVP Marketing & Communications

Prassede ColomboPresident

Riccardo ConturbiaVP Operations

Gaetano LombardiVP Treasurer

Carlo LiberaleVP Education

Vito SavinoDD Communications

Luigi regaVP Secretary

Leonardo ZanchiDD operations

Sara LanciottiRome BranchDirector

Filippo Dall’OlioRome BranchDeputy Director

Alessandro RogoraBranches Coordinator

IIBA Italy Chapteractive volunteers

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• Join IIBA Italy Chapter, contact the Chapter: you can participate to interestinginitiatives

• [email protected]• www.italy.iiba.org

http://goo.gl/q5sYt

www.slideshare.net/IIBA-IT

https://twitter.com/iiba_italy

http://www.facebook.com/ItalyIIBA

CONTACT IIBA Italy Chapter

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News from BBC in Vegas

Enhanced certification

program

• 4 certification level:• Level 1 – entry level

• Level 2 – as the CCBA

• Leval 3 – as the CBAP

• Level 4 – executive level

To better follow the professionals growth