microsoft powerpoint - aitp presentation final

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© 2008 Enterprise Agility

The New Value of the Business AnalystThe New Value of the Business AnalystThe New Value of the Business AnalystThe New Value of the Business Analyst

David HeidtDavid HeidtDavid HeidtDavid HeidtVice President of Communications & Marketing

© 2007 Enterprise AgilityPersonalized Insurance Workshop: The Business Engineering Approach– Page 2 © 2008 Enterprise Agility, Inc.© 2008 Enterprise Agility, Inc.The New Value of the Business Analyst – Page 2

The IIBA

The IIBA is an

international non-profit

professional

association for

business analysis

professionals.http://www.theiiba.org

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IIBA Operational Vision

� Create and develop awarenessawarenessawarenessawareness and recognitionrecognitionrecognitionrecognition of the value and contribution of the role of the Business Analyst

� Provide a forum for knowledge sharingknowledge sharingknowledge sharingknowledge sharing

� DefineDefineDefineDefine the Body of Knowledge

� Define the business analysis profession by providing certificationcertificationcertificationcertification to its members


IIBA Chicagoland Participation

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AGENDA

The BA of the 80s & 90sSurge in Interest around the BA

The Problem with Requirements

New Focus on the BABoKs and CertificationsThe Realignment of Business and IT

From Requirements to SpecificationsRaising the Bar for the BA

Following the in Footsteps of Others


The BA asPhoenix

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“A business what?”

PROGRAMMER

ANALYST

SYSTEMS ANALYST

APPLICATION

ENGINEER

SUBJECT MATTER

EXPERT

PRODUCTSPECIALIS

T

SOFTWARE

SPECIALIST

BUSINESSANALYST

1985 1990 1995

MixedMixedMixedMixed IdentitiesIdentitiesIdentitiesIdentities


Early Influencers Early Influencers Early Influencers Early Influencers

on the BA Roleon the BA Roleon the BA Roleon the BA Role� RDBs, Easy-to-Use Tools

� C++ et al

– New development paradigm distracted

programmers

– Traditional 3G programmers (i.e. COBOL, PL-

1) dropped out � BAs

� IT’s Value From Tools to Process Automation

� The rise of SDLCs

� Thought leadership in new approaches to

development (UML, three amigos)

BUSINESSANALYST

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Role RecruitmentRole RecruitmentRole RecruitmentRole Recruitment

XXXXXX

SPECIALISTS

SUBJECT MATTER

EXPERTS

PRODUCTSPECIALIS

TBUSINESSANALYST

1995

DISENFRANCHISED


BA Shaping PrinciplesBA Shaping PrinciplesBA Shaping PrinciplesBA Shaping Principles

� Focused on business

community

� Requirements heavy

– Specify the needs using words

and a few diagrams

� Liaison/Interpreter (maybe

on business or IT side)

BUSINESSANALYST

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DOMAINKNOWLEDGE

ORGANIZATIONALKNOWLEDGE

BUSINESSANALYST

Corporate Goodwill?Corporate Goodwill?Corporate Goodwill?Corporate Goodwill?

UnintendedResult: BA role diluted; wildly ambiguous.


Déjà vu?

The State of Product Development Process at

American Automobile circa early 1980’s

SourceGuts, 1998By Bob Lutz

Former President, Chrysler

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The Requirements Problem


PROCEDURE DIVISION.

CREATE-REORDER-FILE.

OPEN I-O STOCK-FILE.

OPEN INPUT MANF-FILE.

OPEN OUTPUT ORDER-FILE.

READ STOCK-FILE NEXT RECORD

AT END SET END-OF-FILE TO TRUE END-

READ.

PERFORM UNTIL END-OF-FILE

IF (QTY-IN-STOCK-FB NOT GREATER THAN

REORDER-LEVEL- FB) AND (NOT-ON-ORDER)

PERFORM CREATE-REORDER-

RECORD

PERFORM UPDATE-STOCK- RECORD

END-IF

READ STOCK-FILE NEXT RECORD

AT END SET END-OF-FILE TO TRUE

END-READ

END-PERFORM

Requirements - Where do they go?

Pull Order

Hold OrderPack Order

Ship Order

Restock Order

``

Order Cancelled

CreditApproved

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What this costs us

Rework Cost

Labor Cost

Opportunity Cost


Problem with the Status Quo?

� Business creates requirements

� IT builds something that “satisfies”

requirements

� Business can’t look at the solution that IT

implements and see if it is what they specified

� Business asks IT what the solution that IT built

actually does

� Fundamentally, this cycle is incompatible with

agility

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© 2007 Enterprise AgilityPersonalized Insurance Workshop: The Business Engineering Approach– Page 17 © 2008 Enterprise Agility, Inc.

Business Analyst Current StateHow we got here…

� Two, often, unattributed reasons

– Drift has occurred from IT delivering a set of

tools to enabling highly automated processes

– The inability to specify detailed business

behavior void of technical details


Coming to Market:

The New BA

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BA Role Garners IndustryBA Role Garners IndustryBA Role Garners IndustryBA Role Garners Industry AttentionAttentionAttentionAttention

� Publishers awaken – requirements are

marketable

� Standards orgs expand investigation into

business modeling (UML, rules, bus

architecture)

� Modeling vendors recognize market

segment

– Requirements

– Business modeling

– Rules-driven BPM


� Increasing number of complex difficult to understand legacy systems

� Subject Matter Expertise (SME) attrition

� Virtualization & Outsourcing

� Many BA training vendors

� March towards establishing the BA professional (IIBA & ABPMP)

� New Technology Capabilities (i.e. BPMSs & BREs)

Marketplace Focus on the BA - Why?

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A little tangent here…

� The BoKs & Certifications

� IIBA

� ABPMP

� What they’re NOT…

GO TO TANGENT


IIBAIIBAIIBAIIBA - BA BOK 2.0 Knowledge Areas and the CBAP

CBAP™Certified Business Analysis Professional

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ABPMPABPMPABPMPABPMP - BPM CBOK Knowledge Areas and the CBPP

CBPP™Certified Business Process Professional


What the BOKs are NOT?

� It is NOT a methodology and must not

prescribe or favor a methodology

� It is NOT a “how to do” business analysis

instruction manual

END TANGENT

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Role of the Conventional Business Analyst

Acts a interpreter that facilitates

IT building a business solution

Needs Constraints

SOLUTION

Interpretation Interpretation

BA

ARCHITECT

SA

STAKEHOLDER

DEVELOPER

SME


Evolving Business Analyst Role

Facilitation Collaboration

BA

ARCHITECT

SA

STAKEHOLDER

DEVELOPER

SME

Designs a business solution

while IT provides an execution environment

SOLUTION SOLUTION

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� Thoroughly express specifications for a new system to be built without any loss of:

� business vision, VOC

� intended business behavior of the system

� business policies to be observed

� user experience to be realized.

12345678910

BA’s Key Empowerment

Specify every aspect of desired system business behaviorGOAL:

© 2007 Enterprise AgilityPersonalized Insurance Workshop: The Business Engineering Approach– Page 28 © 2008 Enterprise Agility, Inc.© 2008 Enterprise Agility, Inc.The New Value of the Business Analyst– Page 28

Armed to the

Teeth

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Fidelity of Business Vision

BUSINESS SOLUTION (WHAT)

AUTOMATION SOLUTION (HOW)

PUREBUSINESS INTENT

TRACEABILITY TOBUSINESS INTENT

BUSINESS ANALYST

ARCHITECT DEVELOPERTESTER

Languageof

Business

Languageof

Designand

Implementation


The Big Picture

The Big Picture

The Big Picture

The Big Picture

NOTE: Some relationships not displayed to improve readability.

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Source: Enterprise Agility, The Business Engineering Framework

A Business Engineering Framework (BEF)

� A comprehensive,

technically agnostic

definition of business

processes, business

workflow and business

rules — all in the context

of the products and

services an organization

produces.


Source: Enterprise Agility, The Business Engineering Framework

BEF Qualities

� Understandable – All

aspects expressed in

business language.

� Consistent — All elements reference one to several elements.

� Complete — Executable as a business simulation.

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� Increased sophistication of specifications will be

required.

� Ability to conceptualize a fully complete solution

will become essential.

� IT Architecture/Engineering will consult the

Business instead of designing detailed business

behavior.

Implications for the Business Analyst


Can your BA do these??

� Business Process Modeling

� Requirements Capture and Refactoring

� Business Scenario Capture and Refactoring

� Business Entity Modeling

� Navigation Diagram Modeling

� Usage Scenario Modeling

� Use Case Modeling and Development

� Authority and Role Capture

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Can your BA do these??

� Workflow Modeling

� Content Modeling

� Business Rule Capture and Modeling

� Business Event Capture and Modeling

� Metric Identification and Linkage


Business Specification’s Payback

� Reduced ReworkReduced ReworkReduced ReworkReduced Rework

– IT time used to: extract business logic from

existing implementations, translate business

specifications into IT implementation

– Rework involved in fixing inconsistencies in

business requirements

� Increased Business AgilityIncreased Business AgilityIncreased Business AgilityIncreased Business Agility

– Allows business innovation to happen

at the speed that business experts

can conceptualize those changes

– Empowers business

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the Day

At the end of


Boeing Photo

Max Ortiz / The Detroit News;Toyota

Following in the Footsteps of Others

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� Underpinnings of the Business Analysis

Maturity Model identify the characteristics

of an organization at each maturity level.

� Target goals and measurements are

defined for the following aspects:

�KNOWLEDGE ASSETS

�PEOPLE AND ORGANIZATION

�TECHNIQUES AND TOOLS

The Business Analysis Maturity Model


Source: Enterprise Agility, The Business Analysis Maturity Model,More Information at www.theBAMM.org

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CoverageCoverageCoverageCoverage

� Issues with today’s convention approaches

and BAMM

� Performing the BA gap analysis

� Addressing organizational aspects challenges

� Adopting a Business Analysis Framework

� Using Project Archetypes

� On-boarding and Area of Competency

Start-Up

� Applying a Mentoring Framework

� How to do skill building

� Effectively using metrics and measurements

E-Learning WorkshopBuilding a Business Analysis

Area of Competency

July 10th, AfternoonJuly 18th, Morning

Web-based, $295

Register at www.enterprise-agility.com

Questions?

DAVID HEIDT773-227-7110 [email protected]

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