untanglingthespaghe-( - building business · pdf...

Untangling the Spaghe-

“How Can a Business Analyst Leverage a Business Architecture Founda:on

for Project Delivery”

Jen Christy, Business Analyst Team Leader Alex Randell, Business Architect

Principal Financial Group

© 2014, Principal Financial Services, Inc., Des Moines, IA 50392 1

Workshop Outline

•  Business Analysis at The Principal •  Business Architecture Overview

–  The Principal, Des Moines, and Industry-‐wide •  Target State Collabora:on •  Evolu:on of Collabora:on •  Benefits and Next Steps

Overview


Key Benefits

•  Increased understanding of the business architecture discipline

•  Iden:fy differences between business architects and business analysts

•  Understand how to leverage business architecture ar:facts for project work

•  Determine how to “fill in the gaps” in the absence of a Business Architecture prac:ce

Overview


Business Analysis at Principal

•  Business analyst role formalized in 2005 •  Decentralized model •  Most areas are aligned with IT community; not business •  Variety of project methodologies: waterfall, itera:ve, agile •  Standard templates/components; focus on right sizing •  Evolu:on

–  Single vs. mul: BA –  More planning up front –  More 3rd party applica:on efforts

Business Analysis Overview


What is this, anyway? •  Discipline formalized in 2006 •  Business Architecture Guild founded 2010 •  Structured approach to strategic execu:on

–  Business strategy, value, capabili:es, informa:on –  Organiza:ons and stakeholders –  Priori:za:on and roadmaps

•  Technology and process-‐agnos:c •  Informs other architects, project teams •  Many ac:vi:es going on to build discipline, including BIZBOK®

Guide, cer:fica:on, standardiza:on, etc.

Business Architecture Overview


BIZBOK® is a registered trademark of the Business Architecture Guild

Business Architecture Framework Business Architecture Overview

© 2014, Principal Financial Services, Inc., Des Moines, IA 50392

Source: Business Architecture Guild, A Guide to the Business Architecture Body of Knowledge®, v 4.0 (BIZBOK® Guide), 2014. Part 1, Page 2

Capabilities

Value Streams

Organization Information

Stakeholders

Vision, Strategies &

Tactics

Initiatives & Projects

Decisions & Events

Metrics & Measures

Products & Services

Policies, Rules, Regulations

Business Architecture

6

Let’s play… BBC Feud! Business Analysis & Business Architecture


1

2

3

4

5

X X X

Mispercep7ons of Business Analysis & Business Architecture

7

Business Requirements Alignment Business Analysis & Business Architecture


Source: Business Architecture Guild, A Guide to the Business Architecture Body of Knowledge™ , v 4.0 (BIZBOK® Guide), 2014. Table of Contents 8

Business Architecture Alignment Business Analysis & Business Architecture


Source: Randell, Alex, Eric Spellman, William M. Ulrich, and Jeff Wallk. "Leveraging Business Architecture to Improve Business Requirements Analysis" Business Architecture Guild, Mar. 2014 9

None

Evolu:on of Collabora:on Business Analysis & Business Architecture


Reac7ve

Consulta7ve

Proac7ve

Business architecture is complete up front and project team understands how to use

Business architecture is done ‘just-‐in-‐:me’ and in parallel with project team

Project team takes the lead; decisions are incorporated back to business architecture

No business architecture involvement/prac:ce; project team is solely responsible

INCR

EASING M

ATURITY

10

Source: Elliott, Eric Shayne, and Alex Randell. "Business Architecture & Agile Methodologies." Proc. of Business Architecture Innovation Workshop, Austin, TX. Business Architecture Guild, 16 Sept. 2014.

Business Architecture Business Analysis

•  Understand strategic roadmap and pipeline of ini:a:ves

•  Translate these into right-‐sized project efforts

•  Understand the connec:on of business strategy to technology, process, and informa:on needs

•  Complete key components of framework ahead of project kickoff

•  Reviewing the available architecture ar:facts

•  Connec:ng project scope and objec:ves to determine impacted capabili:es, informa:on concepts, and other business architecture deliverables

•  Partner with business architecture on driving business strategy forward

•  Increased opportuni:es to reuse documenta:on

Proac:ve Target State Collaboration


Proac:ve – Project Descrip:on •  Project scope:

–  Second phase of financial partner plakorm transforma:on •  Project team:

–  Waterfall/vendor, included tradi:onal roles •  Business architecture components

–  Business capability map, heat mapping •  Ac7ons:

–  Determined scope of phase ahead of project –  Established business drivers/needs within capabili:es –  U:lized heat mapping to determine priori:es

Target State Collaboration


Output: Business Capability Assessment Target State Collaboration


Business Capability Process Information Technology Process Information Technology Level 1 Business Capability 3 4 3 4 5 5Level 2 Business Capability 3 4 3 4 5 5Level 2 Business Capability 2 5 3 3 5 5Level 2 Business Capability 5 3 3 5 4 5

Level 1 Business Capability 2 3 2 4 4 4Level 2 Business Capability 1 4 1 3 5 4Level 2 Business Capability 1 2 2 3 4 3Level 2 Business Capability 3 2 5 5 3 5Level 2 Business Capability 3 4 1 5 5 2

Current State Future State

Current state evalua:on iden:fies poten:al gaps, which translate to areas of focus for a project team

Future state evalua:on iden:fies the business capabili:es which provide the highest value within an ini:a:ve.

13

Output: Business Capability Heat Map Target State Collaboration


This more detailed heat map highlights how the components &/or dimensions of a business capability

are performing

14

Output: Ini:a:ve Phasing Target State Collaboration


Using this approach, we can iden:fy priori:zed ini:a:ve phasing,

including technology and analy:cs needs.

15

Proac:ve – Benefits

•  Provided agreed upon framework for what the project needed to complete –  Business strategy clearly defined

•  Clarified dimensions of need within business capabili:es •  Eliminated ambiguity around scope; during delivery of the

ini:a:ve there was no major confusion of purpose •  Highlighted areas of focus for technology, process, analy:cs



Proac:ve – Challenges

•  The business architecture must be developed ahead of the ini:a:ve, which requires advanced planning –  Not necessarily increased :me with business partners –  Should be part of the business architecture prac:ce

•  Project team members need to be versed in how to align their efforts to business architecture



None – No Business Architecture Evolution of Collaboration



N/A •  Business analyst responsible for connec:on between business needs of project and overall business strategy/goals.

•  Limle to no star:ng/ background documenta:on

18

None – Project Descrip:on •  Project scope:

–  Complex financial project to replace key accoun:ng repor:ng systems and processes

•  Project team: –  Waterfall; included tradi:onal roles; mul:ple Business

Analysts •  Business analysis components

–  Func:onal decomposi:ons, process and data flow diagrams; data defini:ons and mappings; non func:onal reqts

•  Ac7ons: –  Lead Business Analyst responsible to ensure detailed

requirements aligned with overall project objec:ves and business strategy

Evolution of Collaboration


No Business Architecture -‐ Benefits Evolution of Collaboration


–  None

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No Business Architecture – Challenges Evolution of Collaboration


•  Limle to no documenta:on to start project – may struggle to understand where to begin

•  Difficult to understand how project impacts overall business strategy/goals/direc:on –  Mostly confined to a project scope

•  More effort needed to build con:nuity across workstreams –  Reduces ability to re-‐use, align documenta:on

•  Define future state while trying to execute on the project –  Future state and holis:c needs become secondary to the needs

of the project –  Can mis-‐lead / mis-‐inform the true target state

21


•  Trusts the project team •  Reviews project outputs for

alignment/incorpora:on to business architecture

•  Elements that are mis-‐aligned may or may not be addressed

•  Awareness of how business architecture would u:lize business analysis components and ar:facts

•  Leverage informal conversa:ons to maintain connec:on

Reac:ve Evolution of Collaboration


Reac:ve – Project Descrip:on •  Project scope:

–  Crea:ng an opera:onal tracking system and dashboard •  Project team:

–  Semi-‐agile, included tradi:onal roles •  Business analysis components

–  User stories –  Data/repor:ng requirements

•  Business architecture opportuni7es or ac7ons: –  Business capability assessment –  Align user stories to value stream –  Informa:on map to properly categorize needs



User Stories Evolution of Collaboration


User-‐focused stories highlight value

delivery

As a… I want to… So that I can… Source

Stakeholder 1 Ac:on Result Source 1



Focus on output, not the design

24

Note: While the example on this page and the next reference user stories, recall the use of business architecture applies regardless of methodology.

Capability

Primary StakeholderStakeholder #1Stakeholder #2Stakeholder #3

Capability

Capability

Value Stream NameDefinition Strategy Drivers

Driver #1Driver #2Driver #3

Value Stage Value Stage Value Stage

Capability

Capability

Capability

Value Stage

Capability

Capability

Value OutputsOutput #1Output #2Output #3

Capability

Value Stage

Capability

Capability

Value Stream Evolution of Collaboration


Highlights which business capabili:es (“I need to…”) enable value delivery

Provides a framework for stakeholders (“As a…”) and value output (“So that…”)

Value Stream: “An end-‐to-‐end collec:on of ac:vi:es that create a result for a customer” Value Stage: “the ac:vi:es that deliver value”

25

Source: Business Architecture Guild, A Guide to the Business Architecture Body of Knowledge™ , v 4.0 (BIZBOK® Guide), 2014. Part 2, Section 2.4 and Appendix A - Glossary

Report/Output ID: RP-1 Report/Output Name: Generic Transaction List Description: List of transactions Associated Processes: Search

Request Transaction Confirm

Prototype:

Field label

Field type:

Data attribute ID/Name

Field Rules

Title Text Report Name Display as a header or footer. • Display ‘Cash Transaction List’

Report Run Time/Date Date/ Time Report Date/Time Display as a header or footer. • Display the (time/date) that the download was requested • Format as MM/DD/YYYY HH:MM AM/PM

Trans Nmbr Numeric Unique Transaction ID Numeric (no commas) Check Nmbr Text Check Series and Check Number Separate Check Series and Check Number with a space. Type Cat Text Type Category of the Transaction. Mthd Text Method:

• A (ACH) • C (Check) • W (Wire)

Eff Dt Date Effective Date Format MM/DD/YYYY From Acct Text Account Number of the From Bank Account Display as text so leading zeros are not lost. To Acct/Payee Text • If ACH/Wire this is the To Bank Account

• If this is a Check display Payee Name line one

Display as text to retain leading zeroes.

Reference Text Reference Value Amount Currency Amount of Transaction Format as currency with 2 decimals. Output event: Selecting the ‘Download’ button from the list page. Output Frequency/timing: On Request Media: Excel Download Additional Requirements: Sort exactly as displayed. Information Sources: Cash Transactions

Repor:ng Requirements Evolution of Collaboration


The data amributes should connect back to the informa:on concepts.

26

Bank

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Account Transaction

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Information Consumed

Organization

General Ledger

Agency

Stakeholder

Bank Transmissions

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Business Informa:on Map Evolution of Collaboration


In turn, the informa:on map verifies the framework and cohesiveness of

the data requirements.

27

Reac:ve – Benefits Evolution of Collaboration


•  Project team moved swisly into solu:on delivery •  Began delivering value to the business unit within months of

project kickoff •  Requirements elicita:on process was simplified for business

unit •  Technical team engagement up front; more people heard the

same informa:on.

28

Reac:ve – Challenges Evolution of Collaboration


•  Without understanding target state there were challenges with sa:sfying the data requirements overall –  Not a strategic solu:on

•  Team focused only on technology due to a lack of business capability assessment

•  Informa:on needs were not clearly defined by the repor:ng requirement

•  Did not fully consider the stakeholders and value items that would have been unearthed by a proper value stream

29

Consulta:ve Evolution of Collaboration



•  Understand planned work efforts/schedule and deliverables needed

•  Architectural efforts osen :me boxed

•  Understand what deliverables each discipline is responsible for

•  Maximize :me with business partners

•  Offline conversa:on between two roles to ensure mee:ng :me is used effec:vely to gather informa:on to meet all needs

30

Consulta:ve – Project Descrip:on •  Project scope:

–  Effort to replace the technology plakorm for financial business partner

•  Project team: –  Waterfall; tradi:onal roles; vendor implementa:on

•  Business analysis components –  Context level data flow and func:onal decomposi:on

diagrams •  Business architecture components

–  Informa:on map, business capabili:es •  Ac7ons:

–  Mee:ngs facilitated by business analyst with business architect present

–  Aligned data requirements/flows to informa:on map –  Aligned func:onal decomps to informa:on map



Context Level Data Flow Diagram Evolution of Collaboration


The data flows help to iden:fy the informa:on concepts

32

Bank

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Account Transaction

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Information Consumed

Organization

General Ledger

Agency

Stakeholder

Bank Transmissions

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Information Subject

Business Informa:on Map Evolution of Collaboration


Informa:on concepts are organized, abstracted

Iden:fies where informa:on will come from other areas.

33

Func:onal Decomposi:on Diagram Evolution of Collaboration


Capabili:es can be extracted from the func:ons and high level

processes

ServicesAdministration File Transmissions

Transaction Management

Business Capability Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Compliance

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability

Business Capability Business Capability

Business Capability

Business Capability

Business Capabili:es Map Evolution of Collaboration


Iden:fy ‘what’ the business unit is doing;

rather than breaking out by ‘how’ (process).

Lower-‐level business capabili:es provide more focus on each ac:vity

Provides framework for business assessment and requirements alignment.

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Consulta:ve -‐ Benefits

•  Maximized the business partners :me/involvement •  Reminds the team to stay connected to “big picture” while

diving into details •  Real :me collabora:on captures:

–  Benefits of mul:ple perspec:ves –  Validity of informa:on shared/gathered



Consulta:ve – Challenges

•  Tripping over each other; may create more confusion •  Disciplines need different levels of detail •  Strategic vs. execu:on – balance between •  Time spent on business analysis documenta:on could have

been less if business architecture already completed



Does Approach Mamer? What’s Next?


Trad

i7on

al M

etho

dologies

Agile Methodologies

Truth is… these are applicable regardless of your methodology.

38

Where Are You? What’s Next?


None Developing (Reac7ve) Collabora7ve

•  Communicate the differences between business analysis and business architecture; what value does each bring?

•  What resources can help drive business architecture?

•  How can you highlight these opportuni:es while you work on ini:a:ves?

•  How can you increase collabora:on with business architecture?

•  How can you inform the business architecture about business needs?

•  Where can BA ar:facts help drive development of business architecture?

•  How can your collabora:on increase each other’s value?

•  What conversa:ons are you having to communicate progress?

•  Have you built an understanding of the goals of each role as it relates to a business partner?

Recipe for Success •  Many ways to achieve success….but there are key ingredients:

–  Don’t feel things need to be perfect from the start –  All working towards common goal – collaborate and communicate –  No perfect recipe – if it’s working, go with it –  Works with any methodology –  Focus where you can provide the most value/immediate impact –  Evolve incrementally –  Understand integra:on/linkage between deliverables by each

discipline

Benefits and Next Steps


Thank You

Jen Christy

Business Analyst Team Leader Principal Financial Group

www.linkedin.com/pub/jen-‐christy/10/a20/219

Alex Randell

Business Architect Principal Financial Group

www.linkedin.com/in/alexrandell/

Untangling the Spaghetti


untanglingthespaghe-( - building business · pdf...

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