download presentation
TRANSCRIPT
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
Business Analysis……methods, fads and
fashions
Guy BeauchampBusiness Analyst Solutions
Stand 63
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
Aims of this presentation:
1. make the case for undertaking Business Analysis
2. demystify Business Analysis
3. make the case for a pragmatic and practical analysis of business changes
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
1. make the case for undertaking Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
The Standish Group “Chaos Report” (1994)• 365 executive managers• 8,380 applications • all major industry segments including: banking, retail and wholesale.
The Top 6 Reasons Projects Fail
Some of the contents of this slide were taken from www.it-cortex.com
1. make the case for undertaking Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
Business Analysis Proverbs
• A factor present in every successful project and absent in every unsuccessful project is sufficient attention to requirements.
Suzanne & James Robertson
Requirements-Led Project Management
• Delivery is not the best time to analyse requirements
Urban Wisdom
1. make the case for undertaking Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
RequirementsAnalysis
Design Code/test
0
10
20
30
40
50
60
70
Average actual effort spent on each stage of the development cycle*
*based on a study by Staffordshire University
What is “sufficient attention to requirements”?(I)
1. make the case for undertaking Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
RequirementsAnalysis
Design Code/test
0
10
20
30
40
50
60
70
80
90
Average Proportion of Errors Built in During Development*
*based on a study by James Martin
What is “sufficient attention to requirements”?(II)
1. make the case for undertaking Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
ReqtsDesign
ProgramTest
AcceptLive
0
20
40
60
80
100
13
5 14 33
100
Relative Cost of Relative Cost of Correcting Requirements Errors*Correcting Requirements Errors*
*sourced from Barry Boehm
What is “sufficient attention to requirements”?(III)
1. make the case for undertaking Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
How Much Poor Analysis can £Cost*
• Half of all bugs can be traced to requirement errors• fixing these errors consumes 75% of project rework costs
CONTRIBUTING TO:
• The average project exceeds its planned schedule by 120%
• 52.7% of projects will cost 189% of their original estimate
• Only 16.2% of projects will be completed on time & on budget
• 30% of projects are cancelled before completion
*Source: Calculating your return on investment from more effective requirements management IBM article Dec 2003
1. make the case for undertaking Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
The typical project…
…expends least effort on analysis…
…which is where most errors originate…
…and whose errors cost most to fix!
Summary
1. make the case for undertaking Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
2. demystify Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
Definition of terms for Business Analysis
Business: <whatever>
Analysis:“the process of breaking a concept down into more simple parts,
so that its logical structure is displayed” (OED)
a : an examination of a complex, its elements, and their relations b : a statement of such an analysis (Merriam Webster)
2. debunk Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
‘Framework’ underlying all analysis of change
• ANALYSIS of change requirements– Process– Organisation– Location– Data – Application– Technology– Non-functional
2. debunk Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
The Fact Is…
Regardless of method or approach
YOU STILL HAVE TO ANALYSE
CHANGE REQUIREMENTS.
2. debunk Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
Driver/Vision
£Objective
X £ X X X
X X X
Requirement
X X X X £
{black holes of failure}
Chain Of Reasoning
Requirements must be assumed to be wrong until they are proved to be right
2. debunk Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
-Links-in-the-Chain-Of-Reasoning-Driver
Objective Benefit
RequirementBenefit
Requirement
RequirementBusiness Rule
Vision Deliverable
Business Rule
KeyMany
OneAddressed by
Achieved asmeasured by
Delivered through
Contributes to
Delivered by
Delivers
Enforces
Enforces
2. debunk Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
1. Euston: take Northern Line southbound to Embankment2. Embankment: take District line westbound to Kensington
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
1. Euston: take Northern Line southbound to Embankment2. Embankment: take District line westbound to Kensington
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
-Links-in-the-Chain-Of-Reasoning-Driver
Objective Benefit
RequirementBenefit
Requirement
RequirementBusiness Rule
Vision Deliverable
Business Rule
KeyMany
OneAddressed by
Achieved asmeasured by
Delivered through
Contributes to
Delivered by
Delivers
Enforces
Enforces
2. debunk Business Analysis
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
3. make the case for a pragmatic and practical analysis of business changes
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
POST-IMPLEMENTATIONBusiness Analysts feed back to the Owner how well their
measure of success has been achieved
Owners defines measures of success and £targets
…Business Analysts confirm & document
Strategists determine the strategy to hit the targets…Business Analysts help do market research, create strategy, challenge & documentSponsors
establish a Programme that delivers the strategy…Business Analysts document Programme TOR
and build the Business Case
Programme ManagersInstitute Projects that implement the programme…Business Analysts document the Project TOR
Project Stakeholders…Business Analysts specify requirements for
Projects (in the Business Model) Design Analysts design solution that satisfies the requirements…Business Analysts protect requirements & document compromises
Project managersImplement solution
…Business Analysts help with-Process and data migration
-Cutover planning-Rollout
Solution Builders & Businesstest solution…Business Analysts ensure tested against requirements
Solution Builders build solution
…Business Analysts protect requirements & document compromises
UsersAccept solution…Business Analysts help with-£MEASURING £BENEFITS £REALISATION
When & Where are Business Analysts involved and how do they help?There is a chain of reasoning that leads from the statement of a problem to the implementation of solutions…
…involving up to 10 groups of people…
£Money!
3. make the case for a pragmatic and practical analysis of business changes
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
If…If you can map all your analysis to components in
the Chain of Reasoning
If there are no gaps AND no breaks in the chain
If those who can kill your project agree with your
analysis
Then your analysis is correct and what’s more you are a Business Analyst my son.
Sorry Rudyard!
3. make the case for a pragmatic and practical analysis of business changes
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
…and finally…the secrets of doing Business Analysis
1. Agree the analysis method and approach you will use
2. Get some trained Business Analysts
3. Plan how, when and who to do the analysis
4. Do the analysis
5. Use the analysis products to develop and implement the solutions
6. Er – that’s it.
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007
Thank-you!
Questions?
Guy BeauchampBusiness Analyst Solutions
Stand 63
©B
usin
ess
Ana
lyst
Sol
utio
ns 2
007