BA In Transformation

2015 and Beyond:

How to Maximize Enterprise Value

by Embracing this Evolution

Presented by Eugenia [Gina] Schmidt PMP, CBAP, PBA

ASPE Inc.

• Enterprise Challenges

• BA is Catalyst

• Current state of BA role

• The Disruptions

• Critical Skills

• Position Evolution

Presentation Agenda

Product Creation

Generation Y

Enterprise Challenges

Speed ProductivityCompetitive Advantage

BA as a Catalyst to Face/Conquer

these Enterprise Challenges

Business Analyst

What is a Business Analyst?

• Enterprise Analysis

• Process Modeling

• Requirements

Position Functions

• Like a Product Manager

• Power User

• “Talk the Talk” Technical

• Outcome Focus

• STRONG Business Domain Knowledge

• Represent the business case

Other Example Position Profiles

INDUSTRY PERSPECTIVE

Who or What Governs

the BA Role?

Strengths

• Role Clarity

• Strong Individual Focus

• BABOK® & Certifications

Opportunities

• More Organizational Focus

• BA Competency Centers

• Career Path Clarity

Weaknesses

• Enterprise Analysis

• Consultative Skills

Threats (Role Disruption)

• Agile

• PMI-PBA®

• Job Description Confusion

IIBA®

www.iiba.org

BA Role

Important Observation

VS.Plan-driven Development

Adaptive Development

Role Disruption - Agile

HYBRID?

The Mechanics of Scrum:

Where does BA fit??

Agile BA Role

Iterations are more work-specific, not role specific

ITERATION ZERO

Architectural Impacts

Release Roadmaps

Building Product Backlogs

Create User Stories

Help Prioritize

JIT Identification of “Other” Requirements

Low Fidelity Modeling

Design, Testing, Training

IN ITERATION

Expectations?

Role DisruptionRole or a Skill?

How do I get what I want from my efforts?

Stacey Matrix by Ralph Douglas Stacey

New Project Law:

s + s + $ Does Not =

Schedule: Scope: Budget:

New Project Law

‣ Project delivered within the

timeframe originally

identified

‣ No date slips

‣ Every milestone achieved

‣ Everything originally

requested is delivered

‣ Everything delivered works

perfectly as the customer

requested, no bugs

‣ Did not spend a single cent

more than originally

estimated to spend

‣ Did not need any additional

resources, hardware, etc.

throughout entire project

on time all scope within budget

=/

+ + =/

happy customer

The BA Evolutionary Model

“In Project” vs “Out of Project”

Science Art

BA Trends: More Focus on “Out of Project”

Future State Modeling

Enterprise Analysis

Business Architecture

Future State Modeling:Automation Opportunities

Customer

Corporate

Fill Application at Local Branch

Local Branch

Create Customer

Profile and Scan

Application

Send

Electronic

Application

Review for 2nd Level Analysis

Request

ApprovalValidate

Credit

Request

CT: 2 hrs

VA: 25 min

Manual

Review for

1st Level

Analysis

CT: 1 hr

VA: 10 min

Manual

CT: 10 days

VA: 20 min

Automated

CT: 2 hrs

VA: 0 min

Automated

Send

Electronic

Approved

Contract

Review

with

Customer

Sign Loan

Contract

CT: 7 days

VA: 15 min

Manual

CT: 7 days

VA: 25 min

Partially Automated

CT: 14 days

VA: 5 min

Manual

CT: 2 hrs

VA: 0 min

Automated

CT: 2 hrs

VA: 20 min

Manual

To R

ecei

ve

Loan

CT= Cycle Time VA = Value Add Time

Loan

Appro

val

Val

ue

Str

eam

Enterprise Analysis: Describing Business Value

• What is Value?

– Increase/protect revenue

– Reduce/prevent cost

– Improve service

– Achieve compliance

– Position the organization

– Social obligations

– Develop staff

IR+RC+IS+AC+P, maybe +SO+DS

• Support new processes for success with:

– Clearly stated benefits

– Ranked business requirements

– Agreed upon measures

– A baseline to measure against

Business Architecture:Information for Decision Making

Relationships• Capabilities/Features

• Business Units/Locations

• Business Units/Capabilities

• Processes/Capabilities

• Capabilities/Technology Solutions

Alignments• Business Model

• Strategy

• Information Architecture

• Technology Architecture

• Initiatives

• Programs

• Portfolios

• Projects

Authoring

tool

LMS

Learning Solutions

Design

Content Development

Delivery

n/a No issues minor issues major issues

Heat

Map

Decision Tool for Business Architecture: Operating Model Assessment

Coordination Unification

Diversification Replication

HIGH

HIGHLOW

LOW

Business Process Standardization

Bu

sin

ess

Inte

gra

tio

n

Unique business units with

need to know other business unit

transactions (e.g. Banks and

insurance companies with

standard interfaces)

Unique business units but need for

global standards to have global

access (e.g. Airlines and global

delivery companies with

enterprise systems)

Independent business units with

varying customers (e.g. Product

and manufacturing companies)

Independent business units with

no shared customer but sharing

standard processes (e.g.

Localized franchises)

TODAY

FUTURE

Source: Enterprise Architecture as a Strategy, Ross, Weill and Robertson 2006

BA Career Path

Professional Skills Buildup

Emotional Intelligence

Conflict Management

Facilitation, Presentation, Negotiation

Change Management

Influence

• Influence skills– Not what you say or write but how it comes across

– Sometimes an idea is more important than grammar / spelling / math / specifics

– An idea is nothing unless it is communicated / driven

• Facilitation skills– 70% image / 30% content

– Techniques to engage and stay authentic

• Negotiation skills – It is NOT about winning / it is about moving forward

– It is NOT personal, don’t take it so, it is business

Critical Professionals Tips

Moving into the role of an internal management consultant

GAIN GAIN

BUILD

GET

The ShiftT

oday

BA Individual Focus

Requirement Focus

Given Solutions

Opportunities Defined

Low Level “Job”

Tactical

Waterfall/Agile Hybrid

In ProjectF

utu

re Organizational Focus

Need/Value Focus

Providing Options

Opportunities Found

High Level “Advisor”

Strategic

Waterfall/Agile Living Together

Outside of Project

Questions

Footnote: Mastering Business Analysis Podcast

The Mastering Business Analysis podcast is a program with the goal of elevating the role of the Business Analyst and enhancing the skills of Business Analysts everywhere. Episodes include interviews with leaders in the business analysis community, helpful techniques, and effective practices. Together we will explore the Business Analyst role and we’ll share information you need to achieve mastery in your role and advance in your career as a Business Analyst and beyond.

Link to future of Business Analysis David Mantica interview on Mastering Business Analysis website:

http://masteringbusinessanalysis.com/episode14

Meet Your PresenterEugenia [Gina] Schmidt, PMP, CBAP, PBA

Email: gina@vitinar.com

Connect with me on LinkedIn:

www.linkedin.com/in/EugeniaSchmidt

ASPE Training: www.aspe-sdlc.com

Supplemental Slides:

Trusted Advisor

– Builds solution options

– Drive scope definition

– Define future state process

– Prices / cost definition

– Presents offer

– Pass detailed requirements development to “in project” team

Trust Advisor / Internal Mgmt.

Consultant

How to get to “TRUSTED ADVISOR” - in addition to improving your skills

• Sell the idea to management– Benchmark by showing other industry examples

– Show some quick hits, that being an advisor shows value

– Show the data you can provide to management that can help them make the “right” decisions

– Show them how you can function in a more elevated role

• Be up-to-date on solution knowledge and be part of all solution discussions, even ideas. Don’t stifle ideas. Capture them, discuss them AND let these discussions drive out assumptions/requirements

• Look for job descriptions for this elevated role – do you have the knowledge and skills?

29

Quickly Build Trust1. Unaware to Aware – Keeping in touch and making sure you stay

“visible”2. Aware to Curious – Responding quickly to questions and asking

relevant questions to understand the other party takes you quickly to the next step

3. Curious to Interested – Engagement and active listening comes into play. Add context around questions and expanding on answers gets you to the next step

4. Interested to Wanting – This is where you discover what each may want out of the relationship. This is much more difficult when experiences and cultures are different.

5. Wanting to Delivering – This is where we deliver on our promises and know what to expect from each other. (TRUST)

6. Delivering to Satisfaction – Expectations are met and TRUST becomes embedded into the relationship.

7. Satisfaction to Referral – You are in their NETWORK

30

Building Trust

Builders

Sharing and Valuing Ideas

Appreciating Other Views

Honesty and Openness

Accepting and Involving Others

Valuing Differences in Work Styles

Active Communications

Increasing Your Availability

Doing What You Say

Busters

Sharing Confidential Information

Withholding Information

Being Vague

Using Hierarchy Inappropriately

For Communications

Using Public Embarrassment

Supplemental Slides:

Business Architecture within

Enterprise Architecture Framework

Business Architecture in Context

BUSINESS & IT

STRATEGY

BUSINESS

MODEL

BALANCED

SCORECARD

Technical Architecture

Applications and Services Infrastructure

Information Architecture

Corporate Data Business Rules

Business Architecture

Business Functions Business Organizations

Enterprise Architecture

So

luti

on

Arc

hit

ectu

re

Enterprise Frameworks & MethodologiesEnterprise Frameworks Best at…

Zachman Framework for

Enterprise Architectures

Oldest (1987) and most

used taxonomy of

architectures

Classification of architectures

The Open Group Architectural

Framework (TOGAF™)

A methodology

developed in 2003

Process completeness and depth

Business Architecture Body of

Knowledge (BIZBOK™)

Version 3.5

copyrighted in 2013

Provides best practices and a

foundation for building a business

architecture practice. Focused only

on the business architecture.

OMB Federal Enterprise

Architecture (FEA)

A methodology

initially developed by

the government in 2002

Reference models giving different

views of the enterprise architecture

and partitioning guidance

Gartner (Meta Group)

Methodology

A methodology

developed in 2005

Focusing on business value and can

be applied quickly

Adapted from Roger Sessions, ObjectWatch, Inc. , May 2007

Using the ArchitecturesBusiness Strategic Decisions

• Mergers and Acquisitions

– Can multiple processes be collapsed?

– Are there impacts to the value chain?

– Are we aligned to new strategies?

– Can organizations be consolidated?

• New Product Line or Service

– How are processes, information, organizations, applications and infrastructure impacted?

– Is there a strategy associated with this new line?

• Infrastructure Investments

– How behind are we in infrastructure investments? What problems are we seeing today?

– How quickly can a change be made if there is a high level of diversity in infrastructure by business unit?

• OTHERS?

Using the ArchitecturesTechnology Driven Initiatives

• Link business processes to applications and infrastructure that must be supported by IT to identify critical/non-critical processes

– CMMI

– AGILE

• Identify functions that can be outsourced on vendor supported environments for scalability and cost savings

– SaaS, PaaS, IaaS

– ITIL

• Organize business and technology components into services for improved reusability and value tracking

– SOA

– ITIL

Using the ArchitecturesInformation Driven Initiatives

• Provide standards for consistent view of data

– Data Warehousing

– Big Data

• Integrate and improve quality of data for use across business functions

– CRM