Evolution of Business Analysis in Standard

Bank PBB

Mike Basson

BASSA 2012

Content

• Case study approach

• What business analysis look liked, influencing factors

and effects on the practice

• Moving forward

• Has the business analysis practice matured?

• Closing thoughts

Case study approach

• Competence maturity

• BA functional areas

• Use both as a basis for case study

Defined

Level 1

Trained

Level 2

Adhered

Level 3

Improve

Level 4

• Look at

maturity

during 70s,

80s, 90, 2000s

• Internal Interviews

MB1

Slide 3

MB1 Need to find some pictures that represent the various decades; reflect in the bottom right hand corner.

Need to change Group 18 (matrix) to dim on next mouse click.Basson, Mike M, 2012/09/01

No training was

necessary regarding

methods.

What BA looked like – Methods &

Standards

Only a few large key

projects introducing

some automation.

No uniformity of

deliverables to

customers.

Lack of guidance

through a structured

approach which could

result in certain

aspects being missed.

Demand for manual

processes to be

automated; projects

shorter in duration

Projects mostly very

business unit specific.

Few programmes

with enterprise

objectives.

Introduction of an

SDLC approach.

Change; organisation

grapples with BA

competency; map

structures to support

business initiatives.

Regulatory and

compliance

initiatives; span

enterprise; more

programmes.

Simple stand-alone

projects versus

complex

programmes.

Custom built

solutions versus

package solutions and

configuration.

No recognised

method for business

analysis.

No real need for any

method.

No consistency across

the enterprise, hence

the experience was

different.

BA practice not

aligned to the BABOK.

No formal way to

measure the maturity

of the BA practice.

Emergence of the

BABOK necessary

framework for BA’s to

operate from.

Formal BA training on

specific

competencies.

First templates.First SDLC introduced;

provided some

structure to follow for

BA’s.

Introduction of formal

templates to be used.

What BA looked like – Methods &

Standards

A method has been

defined and

implemented for

business analysis.

BA method is unified,

integrated with the

SDLC, incorporates

the BABOK.

BA's are receiving

training on the

defined method.

Compliance and

quality assessments

are being undertaken.

Method needs to be

continually assessed

and improved .

Ensure that the usage

of the method is

consistently applied.

Moving forward: Post 2010

What BA looked like – People (1970 –

1990)

No need for mature

analysis skills, project

simplistic; support

from technical team.

Lacking in formal

analysis skills.

Able to deliver quickly

and meet business

expectations.

Years of banking

experience; a stable

resource base.

Good knowledge and

experience of

business and

processes.

No role defined for

BA’s.

BA role a mix of a

variety of disciplines.

Need to define BA

role; grappling with

what the role entails

and levels – Jnr, Snr,

SME.

High churn rate;

inability to meet

demand; vendor co-

sourcing and

offshoring.

Seen as a profession,

role no longer

contested; a

necessity, up-skilling

supported.

Specifications and

solutions driven by

technical resources.

Closer collaboration

between BA and

technical resources.

Business knowledge

started to reduce,

BA's drifted further

away; interaction

more limited.

Unstable base , no

continuity iro

business knowledge,

networking ,

execution of BA skills.

Defined BA role,

fewer BA's fit the

mould, i.e. advanced

analysis techniques

and tools.

Unable to do

enterprise analysis;

more complex

programmes.

Reliance on analysis

skills to extract

requirements and

design enterprise

solutions.

Matrix management

structures; BA’s get

lost in the

organisation.

What BA looked like – People (1990 –

2010)

Assessment of gauge

analysis level of

competence and

required training.

Profiling of resources

to ensure right level

of BA capability.

Many years of

banking experience;

still have a stable

resource base.

First JD for a BA role

defined.

Development of

analysis skills coming

to the fore.

Good knowledge and

experience of

business and

processes.

Business view,

projects taking

longer, engagement

and quality is lacking.

Capability and

competency

assessments are

being considered.

BA career path needs

to be clearly defined;

should be seen as a

profession.

Engagement between

the BA’s and business

needs to be

improved.

Look at ways to

reduce the high churn

rate of BA’s and find

ways to retain them.

Train up and equip

BA's to do effective

enterprise analysis.

Structures put in

place to ensure

support for the BA's

are available.

Moving forward: Post 2010

What BA looked like – Tools (1970 – 1990)

Initially, any format

acceptable.

No consistency of

deliverables,

experience different.

Green screens /

Mainframe to

document

specifications.

More tools started to

emerge.

More structured

approach to projects

(SDLC).

Specialised tools start

to emerge.

First attempt at

creating COE.

Started using tools to

deliver specifications.

What BA looked like – Tools (1990 – 2010)

Structured approach

to business analysis

started to emerge.

More time spent on

training; impacting

project delivery

timeframes.

Tendency to shy away

from using certain

tools; own choice of

comfort.

Increased

introduction of tools

that BA’s could

leverage off for

analysis.

More specialised

tools and techniques

become available for

business analysis.

Moving forward: Post 2010

Ongoing search and

assessment to find

the right tools .

Need to increase use

of existing tools.

Use of tool’s full

features still needs to

mature.

Has the practice matured?

BA level of services

has indeed improved

over the various

decades – Average of

functional areas.

Maturity of practice

will be measured

more accurately; set

to improve even

further.

Additional insights

Meet expectations of

the business as well as

IT stakeholders.

Reduced project

failure requires team

work; all disciplines to

be a same maturity

levels – weakest link.

Ground support for

BA’s; COP, COE,

method, induction,

tools, SDLC process.

Soft skills for BA’s

need to be improved.

Business also change

in resources, need for

BA’s to have domain

knowledge.

Growing BA practice

requires COE with

clearly defined

services.

Must have a defined

BA maturity roadmap!

- L1 2013 Q2 Defined

- L2 2013 Q3 Trained

- L3 2014 Q2 Adhered

Building BA practice

not a short term

initiative; 18 - 36

months (24 months).

Need a team with lots

of passion, patience

and persistence.

?

?

??

?

?

?

??

?

?

?

?

?? ?

?

?

??

?

?

?

?

? ?

??

?

?

?

?