sample - building business capability sample repot is based on the accompanying excel-based sample...

Richmond,*VA*|*Charlotte,*NC*|*Washington,*D.C.*|*Philadelphia,*PA*

BA Performance Measurement Plan SAMPLE

This sample repot is based on the accompanying Excel-based sample framework. The intended audience for this report is IT management (PMO or BA Group). Its purpose is to provide a high-level overview of the measurement effort, its approach, methodology, summary results, recommendations and next steps. Accompanying this report should be the detailed results and analysis of collected data. This is intended to be a flexible measurement model, so the Excel matrix and this report template should be adapted as appropriate to fit the needs and culture of your organization. This measurement approach is especially useful for addressing known challenges of BA performance, efficiency, or agility. It can be used as a baseline and benchmarking but this is not the primary intent.

Summary Overview of the problem, intended outcome and overall measurement effort Going into the eCommerce Replatforming Project, IT Management recognized the project’s potential impact to further disrupt the overall performance quality of the BA Group, which is already under a directive to make a variety of efficiency gains in 2011. This effort considered measures associated with 7 opportunities for performance improvement and was broadly intended to assess the impact of a large enterprise project on BA performance in regard to both on- and off-project activities. This intended outcome of this measurement effort had 2 areas of focus:

1. To identify recommendations leading to improved BA performance and efficiency within a large capital project (eCommerce Replatforming, a $5.2M effort involving 40 stakeholders and engaging an offshore professional services firm who assigned a core team of onsite participants)

2. To identify recommendations leading to a reduction in negative performance impact that large projects have on off-project BA activities

Seven areas of opportunity were considered - 4 off-project and 3 on-project. Slightly more than 50% of the measures were qualitative, with the remainder being quantitative with broader context via additional qualitative inputs. Nearly 30 individuals participated in the data collection and analysis effort taking approximately 34 hours to complete. A large majority of of participants (89%) agreed that the results-driven recommendations below would successfully address the challenges and opportunities for performance improvement that this effort considered.

• Most of the recommendations are modifications to existing processes and would provide incremental improvement with virtually no cost.

• In two instances, new procedures would be developed and integrated into the existing BA and PM methodologies; Cost is low and limited to resource time at their standard billable rate

• None of the recommendations require capital outlay for investment in additional resources or technology


Approach Going-in assumptions and why the given measures and methodologies were selected The opportunities and measures were drawn from two sources:

1. The 2011 Enterprise IT Management Assessment, which contains a range of goals for overall performance improvement of the company’s BA Group

2. Lessons Learned outputs from the most recent 3 capital projects of similar size and scope and following a hybrid off/onshore engagement model with a professional services firm

The seven areas of measurement focus were selected on the following criteria and assumptions:

1. Measures analysts whose are simultaneously responsible for on and off-project deliverables

2. Measures analyst activities that are heavily dependent on other groups or stakeholder participation

3. Current inefficiency is generally assumed to be rooted in poor resource allocation

4. Collectively, the overall measurement should target opportunities for strategic, operational, and individual improvement

5. Assume improvement could be achieved with very little cost


Methodology How data was collected, analyzed and by home This effort represented a 50-50 split between quantitative and qualitative measures. Data was collected using the following tools and techniques:

• Quantitative o MS Project o PULSE time/resource tracking o Quality Center o Sharepoint trackers and checklists o Survey Monkey

• Qualitative o Survey Monkey (survey/questionnaire) o Interviews (phone, in-person) o Sharepoint (document analysis)

Data was collected and analyzed by resources from the Analyst and PM groups. Predominant analysis techniques used in deriving the recommendations were:

• Cost-benefit analysis • SWOT analysis • Root Cause analysis • Decision analysis • Lessons learned processes

The resulting recommendations were verified by participants in the data collection effort through interviews and surveys, the results of which suggest 89% confidence that they would lead to performance and efficiency gains.


Results Summary-level findings of each measurement Problem Measurement Results

Sox audit compliance 92% of documents were in compliance at project close. Checklists led to significant improvement in completing all compliance tasks related to documentation.

Inaccurate change request estimates

100% compliance among analysts with CR tasks including sufficient peer review, however estimates were still inaccurate due to plug numbers used in absence of actual cost estimates provided by assessment participants

Missed deadlines by vendor

90% improvement in timely completion of key deliverables (vs. previous professional services engagement) 84% of key vendor analyst deliverables were completed on time; Remaining 16% were delayed by late-changing requirements that prompted unplanned revisions

Stakeholders frustrated with analysts

97% of all requirements provided by offsite enterprise stakeholders were correctly traced and accepted as correct Interviewees indicate that onsite BA elicitation was very effective in eliminating missed requirements in comparison to previous projects. However, 75% of survey respondents reported there were still issues with inadequate prioritization and solution scoping due to analysts being offsite.

Inadequate production support planning

100% of survey respondents agree the production planning effort succeeded because it was led and separately managed by the analyst. PM suggested using off-project analysts if support planning is expected to take significant time; In this project, these activities delayed test planning due to QA team waiting on analyst availability

Unqualified analysts 100% of budgeted hours were spent supporting the employee interview process. PM reports no negative impact by having analysts carve out time for interviews; Sees no need for explicitly budgeting time in the project plan as this activity is of minimal impact.

Lack of analyst participation in product development

95% of budgeted hours were spent supporting the product development team; PM reports no negative impact to the project Consensus among product development interviewees that allocating time for analysts to support marketing research and Enterprise Analysis decreased the duration of early-stage analysis as desired and increased overall productivity of the team. Participating analysts suggested developing a template to frame up the scope of work and expected deliverables ahead of product development efforts


Recommendations What should be done to improve BA performance going forward Problem Outcome Recommendation

Sox audit compliance • Recommend adding a peer review of the compliance checklists that are completed by the analysts to ensure 100% completeness.


• Recommend that all assessment participants whose input feeds into the analysts work be held to planned deadlines for providing cost/hours; Consider implementing a specific WBS for large CR assessments; Participants should also be required by management to attend any assessment-related meetings scheduled by the analyst.


• The project’s lead analyst should be responsible for creating a separate WBS for vendor analyst documentation tasks and managing those tasks on behalf of the PM.

• Recommend providing vendors a BA methodology document immediately following SOW/contract signing to set expectations for oversight and performance of their analysts at the outset of the project.


• Although more time-consuming and costly, longer onsite visits may lead to greater success by allowing sufficient time not only for requirements elicitation, but for requirements communication and confirmation as well.


• Consider making production support planning a responsibility of the Analyst Group formally, although with execution by an off-project analyst if possible. Input from project-assigned analysts is expected, but the planning effort is a small project in itself that can negatively impact project delivery if using a project-assigned analyst.

Unqualified analysts • Analysts should participate in interviews as SME knowledge needed, as this does improve the quality of the interview process

• No need for specific allocation of hours designation at the project outset; Sufficient for PM to know analysts may be needed to participate in occasional interviews


• Product team should work with Analyst Group to request and assign resources, which should include duration (hours) and an estimate scope of work.

• If the analyst is project-assigned, this should include input from the PM to set expectations. Duration of off-project enterprise analysis activities should be noted in the project plan as soon as it is scheduled.


Next Steps Any predecessor tasks or actions to implementing the recommendations Problem Next Steps

Sox audit compliance • Kelly T. to draft peer review for eventual inclusion in standard BA Methodology


• Meet with IT team leads to discuss solution for requiring participation of their resources in CR assessment requests


• Meet with PMO to discuss changes to their methodology for BA-management assistance

• Meet with Satish W. to discuss viability of adding new documentation to the vendor selection and engagement process


• Alan R. to estimate average cost for longer-duration engagement with enterprise stakeholders. Use requirements for the last 3 enterprise projects as a basis for scope and assume standard BA hourly


• Meet with Jack P. to discuss concerns over impact of BA Group formally owning production support planning efforts

Unqualified analysts • No action necessary; Accepting recommendation as stated


• Meet with Mike W. to discuss creating a template for his product team to use for requesting support from the Analyst Group. Template would frame up the scope of work and expected analyst deliverables

Simple'statement'of'the'existing'problem'or'opportunity'at'the'outset'of'a'given'project'or'off8project'effort

Fine8grained,'tangible'instance'of'the'high8level'outcome.'The'objective'for'this'specific'measurement'effort.

Data'that'must'be'captured'to'adequately'inform'outcome8oriented'decision'making.

What'decision'to'correct'the'problem'will'the'collected'data'allow'you'to'make?'The''So'What?''factor.

The'means'or'process'by'which'data'will'be'collected

Where'does'the'data'come'from?'(Person,'group,'repository,'etc.)

Individuals'responsible'for'data'collection

Timing'and'frequency'of'the'information'gathering'process.'Includes'target'completion'date.

Qualitative'or'quantitative

Strategic,'operational,'individual

On8project,off8project

Problem Objective Measure Outcome Channel Source Who When Type Category Segment Notes

Failed>internal>audit>for>SOX>compliance>during>last>offshore>engagement.

Meet$all$SOX$tollgate$requirements$for$project$documentation

All$document$approvals;$Complete$all$compliance$verification$tasks$for$each$deliverable

What$activities$and$processes$are$needed$to$bring$SOX$compliance$to$within$96%?

PULSE$(time$and$resource$tracking$system)Checklists

PULSE(time$,$resource,$and$compliance$tracking);Sharepoint$(checklists)

Kelly$Smith$(BA)Ryan$Peters$(BSA)

At$completion$of$each$requirement$document

Quantitative Operational OnQProject

Agilent$is$responsible$for$6$SRS$documents,$each$of$which$must$be$$audited,$reviewed,$stored,$and$maintained$to$be$in$SOX$compliance.

Cost>oferruns>on>capital>projects>due>to>inaccurate>Change>Request>estimation

Complete$all$requirements$of$the$CR$process$by$the$CRB$meeting$as$relevant.

Completed$assessment$checklist$for$each$CR;$PeerQreview$approval$entered$in$Pulse

What$activites$and$processes$are$needed$to$improve$the$quality,$accuracy,$and$timeliness$of$project$CRs?

Assessment$ChecklistInterviews

Sharepoint;Todd$Schmidt(CBR$Chair)Peer$reviewer(as$assigned)

Katherine$Saunders$(PM)

Following$each$CRB$meeting Quantitative Operational OnQProject Peer$reviewers$TBD$following$

assignement$$for$each$CR

Downstream>financial>and>operational>impact>on>capital>projects>due>to>missed>deadlines>by>vendor>analysts.

Ensure$that$vendor$analysts$complete$their$requirements$documents$on$time,$confirm$them$via$JAD$sessions,$and$acquire$adequate$signoff

Requirements$documents$complete,$confirmed,$and$approved$as$scheduled$with$each$step$and$reporting$attribute$of$the$process$entered$in$Pulse$and$Sharepoint$as$required.

What$is$the$most$costQeffective,$productive,$and$timeQsensitive$means$of$managing$critical$vendor$BA$activities?

PULSEChecklists

PULSE(time$,$resource,$and$compliance$tracking);Sharepoint$(checklists)

Kelly$Smith$(BA)Ryan$Peters$(BSA)

Following$completion$of$each$requirements$document

Quallitative Operational OnQProjectMeasures$must$be$captured$for$each$of$6$requirements$documents$to$be$complete$by$Agilent

Strained>relationship>and>skepcisim>from>the>Call>Center>Reporting>Group>due>to>inadequate>engagement>on>previous>projects.

Engage$reporting$stakeholders$at$project$kickoff$and$conduct$onsite$elicitation/confirmation$to$reduce$total$missed$or$inadequately$implemented$requirements;$Restore$trust$and$confidence$among$the$reporting$and$analyst$groups

Positive$feedback$from$reporting$stakeholders;$Better,$more$thorough$requirements$documentation;$FullyQtraced$reporting$requirements

How$do$we$ensure$sufficient$involvement$from$offsite$stakeholders$to$mitiage$the$risk$of$missed$requirements,$production$defects,$and$negative$relational$capital?

Surveys,$interviews,$document$approvals,$tracability$matrices,$QA$results;$UAT$signoff

PULSEMS$ProjectSharepointQualityCenterSurvey$Monkey

Lyle$EcholsVadi$R.Kevin$Elmer

Stacey$Ganderson$(BA)

Following$UAT$signoff$of$reports Qualitative Individual OnQProject

Lengthy>and>confused>process>of>service>restoration>when>production>outages>occur>due>to>inadequate>support>plans>and>processes

Analysts$to$manage$and$coordinate$project$tasks$related$to$producing$$a$comprehensive$production$support$and$notification$plan

PMQapproved$WBS$for$creating$a$production$support$plan;$Completed$RACI$of$relevant$stakeholders;$Plan$approved$and$centrally$stored$by$start$of$UAT

How$do$we$reduce$overall$downtime,$improve$client$notification$when$production$issues$arrive,$and$achieve$contracted$Service$Levels$for$SaaS$platforms?

Surveys,$interviews,$PULSE,$Checklists

MS$Project,$Survey$Monkey,$Sharepoint

Steve$Kaiers,$Melanie$Twiddle

Ryan$Peters$(PM)Following$singoff$of$production$support$plan

Qualitative Strategic OffQProject

Declining>confidence>with>the>Analyst>Group>due>to>insufficient>SME>and>technologyKspecific>expertise

Hire$suffuciently$qualified$analysts$to$support$the$eCommerce$platform;$including$relevant$analys$skills$and$previous$technology$knowledge.

Project$analysts$to$spend$up$to$10$hours$each$participating$in$analyst$interviews

How$do$we$ensure$the$Analyst$Group$is$providing$highestQquality$service$to$the$busines$through$adequate$technology$and$SME$experience$for$a$given$product$or$solution?

PULSEInterviews PULSE,$Sella$Ramirez Kelly$Smith$(BA)

RealQtime$notification$from$PULSE$when$thresshold$hit

Quantitative Strategic OffQProject

Lack>of>available>resources>to>participate>in>earlyKstage>product>development>cycles

Reduce$the$overall$duration$of$product$development$and$market$research$efforts$by$allocating$analyst$SMEs$to$provide$enterprise$analysis$support.

Project$analysts$to$spend$up$to$30$hours$(total)$participating$in$product$development,$market$research$and$enterprise$analysis;$Collect$feedback$from$product$development$team

How$can$the$Analyst$Group$assist$in$helping$the$organization$maintain$its$competitive$advantage$in$the$marketplace$as$regards$development$of$new$products$and$services?

PULSESurveys

PULSESurvey$MonkeyProduct$Dev$team$(TBD)

Katherine$Saunders$(PM)Ryan$Peters$(BSA)

RealQtime$notification$from$PULSE$when$thresshold$hit

Quantitative Strategic OffQProject

BA>Performance>Measurement>Plan>SAMPLEProblem'of'the'Painted'Dashboard

This$matrix$is$used$in$documenting$the$highQlevel$requirements$of$a$particular$measurement$effort.$When$complete,$it$presents$a$summarized$framework$that$sets$the$direction$of$your$work.$It$feeds$into$the$measurement$project$plan$(if$a$plan$is$developed)$and$points$toward$the$decisions$that$the$collected$data$will$allow$you$to$make$in$presenting$recommendations$to$management.$You$will$need$to$create$your$own$tools$and$templates$for$detailing$the$measures$more$specifically$(if$needed),$tracking$progress$in$the$measurement$effort,$recording$collected$data,$analyzing$the$results,$and$documenting$recommendations.$Samples$of$these$additional$tools$and$templates$are$not$provided,$as$they$should$be$developed$to$meet$the$specific$needs$of$your$organization$or$the$measurement$effort.

©2012%CapTech%Ventures,%Inc.%%All%rights%reserved.%

1118%West%Main%Street%Richmond,%Virginia%23230%804.355.0511%%©2012%CapTech%Ventures,%Inc.%%%www.captechventures.com%%

IT%Management%ConsulGng%Systems%IntegraGon%Data%Management%

The$Problem$of$the$Painted$Dashboard$Mark$Mountan,[email protected]%804.301.6877%


30$second$response$…$

What%can%you%learn%from%this%dashboard?%


What%can%you%learn%from%this$dashboard?%

30$second$response$…$


Simple,$elegant$measurement$


…%and%in%exchange%I%offer%1.  An%insightPdriven%approach%to%measuring%BA%

performance%2.   A$framework$for$BA$measurement$that$you$

can$begin$using$tomorrow)3.  A%tacGcal%method%for%overcoming%objecGons%4.  Fun,%excitement%and%…%5.  A%parGng%giV%

Give$up$an$hour$of$your$life$…$


Disclaimers$•  No%more%automoGve%references%•  Nothing%new;%It’s%all%in%BABOK%2.0%•  “A”%model,%not%“The”%model%•  Focused%on%easy%wins%

Agenda$(and$disclaimers)$

1.  Why%measure%2.  A%model%for%measurement%3.  Ge_ng%to%“yes”%4.  Wrap%up%


Business$Analysis$Planning$&$Monitoring$ElicitaJon%Requirements%Management%&%CommunicaGon%Enterprise%Analysis%Requirements%Analysis%SoluGon%Assessment%&%ValidaGon%

IIBA/BABOK$2.0$tag$cloud$


Why%doesn’t%measurement%of%BA%ac8vi8es%occur%in%your%organiza8on?%

One$minute$response$…$


•  When%would%I%do%that?%(8me)%

•  What%for?%(no%compelling%reason)%

•  I%don’t%know%what%or%how!%(lack%of%knowledge)%•  It’s%all%good,%I%got%this!%(overconfidence)%•  Status%quo%is%good%

(resistant%to%change)%

Why$no$BA$measurement?$


1.  Very%few%quanGtaGve%BA%measures%are%truly%acGonable;%Why%collect%data%for%collecGon%sake?%

2.  BAs%are%condiGoned%not%to%think%of%data%collecGon%(ironically).%

3.  Measuring%things%sucks!%

Top$3$reasons$(IMO)$


“To%manage%the%performance%of%business%analysis%acGviGes%to%ensure%that%they%are%executed%as%effecGvely%as%possible.”%BB%BABOK%2.0%sec8on%2.6%pg.%29%%•  Improve%efficiency,%agility%and%overall%quality%of%work%•  Take%steps%to%correct%any%problems%–%quick%tacGcal%wins%•  Inform%management/updates%to%process%assets%and%

governance%•  Incremental%improvements%to%the%organiza8on%(strategy,%

opera8ons,%and%individual%BA)%

Why$measure$anyway?$


FoundaGonal%AssumpGons%

Structural%Components%

Key%Akributes%

A$model$for$measurement$


•  Company$Overview$Offers%ecommerce%SaaS%soluGon,%dropPship%merchandise%fulfillment%and%call%center%services%for%banks%and%credit%card%companies%%

•  Project$Replace%an%aging%ecommerce%plamorm%with%bestPinPclass%commercial%package%soluGon;%hybrid%on/offshore%engagement;%Waterfall%$

•  BA$ResponsibiliJes$EsGmaGon,%vendor%selecGon,%soluGon%scope,%BI%reporGng%requirements,%oversight%of%vendor%analysts%

Demo,$Inc.$–$the$company$


1.  SOX%documentaGon%compliance%2.  EsGmaGon%of%change%requests%3.  Oversight%of%offshore%BAs%4.  Stakeholder%analysis%for%reporGng%5.  ReporGng%requirements%communicaGon%6.  Defining%a%support%model%and%process%7.  Interviewing%BA%candidates%8.  ParGcipaGng%in%new%products%assessment%

Demo,$Inc.$–$the$measures$


Business%Analysts%Are%…%•  Knowledge%workers%•  Provide%a%service%within%the%organizaGon%•  BAs%create%no%durable,%lasGng%work%product%•  BAs%have%limited%organizaGonal%power%•  Analysis%is%a%discipline%as%oVen%as%it%is%a%role%

So$…$

FoundaJonal$assumpJons$


Measuring%analysts%(analysis)%is%about%…%•  Gauging%efficiency%•  ProducGvity%•  Quality%and%conGnuity%of%work%•  Driving%toward%conGnuous%improvement%of:%

– Domain%knowledge%–  Service%delivery%– Underlying%competencies%and%soV%skills%– ApplicaGon%of%KAs%and%best%pracGces%and%methods%

FoundaJonal$assumpJons$


•  Strategic$•  OperaGonal%•  Individual%

Methods,%governance,%structure,%and%organizaGon%of%the%BA%group,%PMO,%or%project%plan%(execuGon%and%control)%

3$categories$of$measurement$


•  Strategic%•  OperaJonal$•  Individual%

Tools,%technologies,%tasks,%sequences%and%acGviGes%involved%in%outpu_ng%analysis%deliverables%or%creaGng%value%for%the%organizaGon%or%project%



•  Strategic%•  OperaGonal%•  Individual$

Individual%analyst’s%underlying%competencies,%soV%skills,%technical%capabiliGes,%criGcal%thinking,%decision%making,%and%ability%to%successfully%execute%techniques%required%in%performing%business%and%systems%analysis%



•  Strategic%•  OperaGonal%•  Individual%

OnVProject$

OffVProject$

Categories$and$segments$


•  OnVProject$•  OffPProject%

Tasks%and%acGviGes%which%are:%•  Scheduled%•  Require%signoff%•  For%regulatory%compliance%•  Predecessors%to%subsequent%project%tasks%not%executed%by%the%analyst%

$

2$segments$of$measurement$

Strategic%|%OperaGonal%|%Individual%


•  OnVProject$•  OffPProject%

•  Requirements%Management%•  Requirements%Packaging%

–  DocumentaGon%–  Modeling%

•  Requirements%PrioriGzaGon%•  Requirements%VerificaGon%•  Requirements%AllocaGon%•  ElicitaGon%Processes%•  Enterprise%Analysis%AcGviGes%•  …$PotenJally,$any$element$of$the$6$

BABOK$Knowledge$Areas$




•  OnPProject%•  OffVProject$

•  FuncGon%as%SME%•  ProducGon%support%(onPcall)%•  Managing%tools,%templates,%resources%

•  EsGmaGon%and%scoping%•  Vendor%selecGon%•  BD%and%sales%support%•  Interviewing%•  Mentoring/training,%etc.%…%%




%

OnVproject$measurement$Strategic$ •  BA%Approach%(BABOK%2.2)%

•  CommunicaGon%Plan%(BABOK%2.4)%•  BA%Performance%(BABOK%2.6)%

QuanGtaGve%and%somewhat%QualitaGve%

OperaJonal$ •  BA%AcGviGes%(BABOK%2.3)%•  Requirements%Management%Process%

(BABOK%2.5)%•  Requirements%communicaGon%and%verificaGon%•  SoluGon%Scope%Management%

Predominantly%QuanGtaGve%

Individual$ •  DocumentaGon%Quality,%accuracy,%completeness,%appropriate,%level%of%detail%

•  CommunicaGon%Timeliness,%clarity,%effecGveness,%amount%

•  Analysis%Techniques%appropriate,%knowledge,%quality%

•  Underlying%competencies%

QualitaGve%and%QuanGtaGve%


%

OffVproject$measurement$Strategic$ •  BA%and%PM%methodology%and%governance%

•  Decay%of%SME%knowledge%over%Gme%•  Accuracy%in%esGmaGon%and%scoping%

(Enterprise%Analysis,%BABOK%5)%•  ContribuGon%to%BD%and%sales%support%

QuanGtaGve%and%somewhat%QualitaGve%

OperaJonal$ •  BA%processes%•  BA%tools,%templates,%resources%•  Knowledge%management%•  OperaGonal%support%•  Mentorship%and%development%of%others%

Predominantly%QuanGtaGve%

Individual$ •  Progress%against%the%Capability%Maturity%Model%•  InteracGon%with%other%groups%and%individuals%(IT,%

business,%operaGons)%DocumentaGon%•  ContribuGon%to%and%leadership%of%internal%

projects%•  Quality%of%360%feedback%

QualitaGve%and%QuanGtaGve%


Which%is%more%important%to%you?%OnBproject%or%offBproject%measurement?%Why?%

OneVminute$response$




Key%Akributes%



•  Problem%

•  ObjecGve%

Brief,%clear%statement%of%what%needs%to%be%fixed%

Define%“fixed.”%What%is%a%%Return%to%Eden%for%this%measurement%effort?%

What%is%the%outcome%oriented%measure?%•  Measure%

Key$aYributes$to$capture$


•  Outcome%

•  Channel%The%means%or%process%by%which%informaGon%will%be%collected%

•  Source%

So%what?%What%key%insight%is%gained,%what%decision%does%this%drive?%

Where%does%the%data%come%from?%Person,%group,%repository,%dB…%



What?$ Why?$ So$What?$

Informed$AcJon$

Performance$Focus$KPI)Only)

Force$MulJplier$Insight2driven)(Key)Insight)Analysis))Qualita<ve,)Voice)of)the)Customer)

Low$ Medium$ High$ Success$Decision%Momentum%Con8nuum%

OutcomeVOriented$Measures$


•  Who%

•  When%

Individual%responsible%for%informaGon%collecGon%

Timing%and%frequency%of%the%informaGon%gathering%process.%Includes%target%compleGon%date.%



•  Type%

•  Category%

QualitaGve%or%QuanGtaGve%

Strategic,%OperaGonal,%Individual%

OnPProject,%OffPProject%•  Segment%



1.  Summary%2.  Approach%3.  Methodology%4.  Results%5.  RecommendaGons%6.  Next%Steps%

Demo,$Inc.$–$the$report$


•  (2%measures%x3%categories)%x%2%segments%=%12%max!%•  OutcomePoriented,%insightPdriven%•  Easy%collecGon,%easier%analysis%•  Input%from%varied%audience%(360%perspecGve)%•  Broad%and%repeatable%(offPproject)%•  70/30$split$favoring$qualitaJve$measures$

Choosing$the$right$measures$


•  Comes%in%at%best%price%•  Has%great%referrals%•  Shows%up%on%Gme%•  Uses%topPrated%equipment%

•  Finishes%job%early%•  Invoices%under%budget%

But$…$

QuanJtaJve$dream$come$true!$


•  Only%paints%three%%%sides%of%the%house%

•  Uses%different%colors%•  Applies%indoor%latex%instead%of%outdoor%oilPbased%paint%

It’s)primarily)about)key)insights)that)lead)to)ac<on)–)not)simply)tallying)up)the)completed)tasks)and)deliverables)(KPI)!)

QualitaJve$nightmare$outcome!$


•  No%felt%pain%(lack%of%compelling%purpose)%•  We%don’t%have%resources%(capacity)%•  It%takes%too%long%(duraGon/Gme)%•  Effort%>%Value%(payoff,%WIIFM)%•  Other%human%psychological%factors%•  Hidden%organizaGonal%root%causes%

Why$people$object$


•  Diagnose%the%root%cause%of%pain%–  If%no%felt%pain%exists,%find%the%undiagnosed%condiGon%

•  Present%an%anGdote%– Create%a%measurement%pilot/prototype%– Simple%– Focused%on%easy%wins%– Demonstrates%value%by%reducing%pain%

Overcoming$objecJons$


Pain%is%in%products%and%processes%that%•  Have%a%negaGve%impact%on%revenue%•  Are%creaGng%substanGal%producGon%issues%•  Increase%customer%dissaGsfacGon%•  Cloud%visibility%into%enterprise%data%•  Blow%up%the%PM%triple%constraint%•  Make%someone%important%

look%stupid%•  Drive%vision%into%the%weeds%

Diagnosing$pain$


What%analystBrelated%pain%is%your%organiza8on%currently%experiencing?%

One$minute$response$…$


•  2%areas%of%KIA%•  Measure%and%improve%within%your%control%•  Involve%others%in%the%process%•  80/20%focus%(Pareto%Principle)%•  Present%results%to%who%hurts%most%•  Must)target)an)area)of)present)pain)

The$anJdote$–$a$pilot$program$


•  OutcomePoriented%approach%•  Focused%on%quality%over%quanGty%•  Measures%onP%and%offPproject%BA%acGviGes%•  Creates%momentum%by%involving%others%•  80/20%rules!%

Wrap$up$key$points$


An%insightPdriven%approach%to%measuring%BA%performance%A%readyPmade%model%for%BA%measurement%that%you%can%begin%using%tomorrow%A%tacGcal%method%for%overcoming%objecGons%Fun,%excitement%and%…%A%parGng%giV%

One$hour$later$you$have$…$


“Life)is)about)taking)ac<on,)and)if)your)work)is)not)driving)ac<on,)

you)need)to)stop)and)reboot.”)

A$parJng$gi`$

Avinash)Kaushik,)Web)Analy<cs)2.0)B%kaushik.net%

sample - building business capability sample repot is based on the accompanying excel-based sample...

Documents