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TRANSCRIPT
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For Demonstration Purposes
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Building Business Analysis Capability in a Consulting Business
Hosted by: Deb Oliver, IIBA
Presented by Scott Coombs| Seán Ryan | Keir Whytock| Version 1
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“Unite a community of
professionals to create better
business outcomes.”IIBA Core Purpose
Our Driver
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IIBA Webinar
Scott Coombs CBAP, Seán Ryan, Keir Whytock CBAP
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Topics
• What is a consulting BA?
• Building a Consulting BA Practice with BABOK
• Industry-specific consulting perspectives
• Discussion
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Consultants hone their skills and knowledge with a system of career development, learning and leadership called Capabilities.
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We operate in a wide range of industries, including government, financial services, utilities, pharma, oil & gas, and biomed.
The company was founded in 1996. €75/£55m, 900+ strong business with bases across the UK and Ireland.
We provide IT consulting, delivery and support. Our mission is to prove IT can make a positive difference to our clients’ business.
Introducing Version 1
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Scenarios of Use
What is a Consulting BA?
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The Consulting BA• Fragmentation
BAs are often part of only one phase of a project
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The Consulting BA• Fragmentation
BAs are often part of only one phase of a project
• Segmentation
BAs are seen as part of a pre-defined project and are often
excluded from enterprise analysis and solution assessment
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The Consulting BA• Fragmentation
BAs are often part of only one phase of a project
• Segmentation
BAs are seen as part of a pre-defined project and are often
excluded from enterprise analysis and solution assessment
• Implementation
BAs work with a variety of customers and don't have much time
to get to know the organisation, its processes, people and
technologies
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The Consulting BAChange Scope
Consulting BAs sometimes help define the change
scope, but more frequently they help implement it.
Stakeholder Tender Procurement Deliver
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The Consulting BABusiness Analysis Scope
Consulting BAs are often
focused on solution
requirements, but must quickly
understand context and need to
successfully manage these
requirements.
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The Consulting BA
Approaches and Techniques
While heavily influenced by existing org process assets,
approaches are usually more waterfall than agile, as BA
delivery closely linked to payment milestones.
• Traceability
• Modelling
• Business Cases
• Stakeholder Management
• Soft skills e.g. influencing
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The Consulting BAImpact on Knowledge Areas
The type of relationship with
the client, length of
relationship, and commercial
constraints often impact the
breadth of BA activities.
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The Consulting BA• Other Peculiarities
– New language: org assets, culture, structure
– Challenge: Building trust quickly; Opportunity: Freedom to
ask dumb questions, ability to abstract from experience
– Parallel objectives: delivering value, extracting value
– Outputs: Process, service, not product
– Sales cycle: setting expectations before the relationship
begins
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Scenarios of Use
Using BABOK to build a BA practice
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BA Practice - History
• 2000-2007: solo artists
– No alignment, different skillsets, experience
• 2009-2013: community of practice
– Adopted BABOK, developed framework, CBAPs
• 2013-2016+: capabilities
– Broader scope, more training and engagement
– Capability mapping and maturity
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BA Practice - Initiatives
• Career
– CBAP
– Junior BA programme
– Rotation and shadowing
• Expertise
– BABOK 3 – BA Consulting perspective
– Tools: use cases/user stories, product selection/prioritisation,
risk template, models, BABOK book club
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BA Practice - Initiatives
• Learning
– Grad programme
– Analysis for non-BAs
– Competency Assessment Framework (IIBA)
– Learning Plans
• Leadership
– Capabilities, strategic planning
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Scenarios of Use
Case Studies
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Case Study – Product Selection
• Problem:
– How does a Customer with limited technical experience
choose a New Business Intelligence Platform?
• Issues:
– Competing Stakeholders with Different Needs
– Overall goal is Self Sufficiency
– But external reporting access is required
– Inherent security risks
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Case Study – Product Selection
• Solution:
– Using the expertise available in the Consultancy company a
set of products is recommended
– A matrix of technical and user requirements is created
– Each requirement is weighted within its grouping
– A best-fit score is allocated to each requirement for all
recommended products by the stakeholders
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Case Study – Product Selection
• Result:
– Buy in from all Stakeholders on the Product Selection
• Secondary Result:
– Client uses the evaluation matrix for other product selection
processes
– Client sees the benefit of a dedicated BA function
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Scenarios of Use
BA Consulting in Different Industries
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Financial ServicesResistant\Reluctant\ Slow Paced
Risk-averse
Technology-driven
Legacy System\ Personnel
Turnover
Increased governance
FS technology innovation
Highly Competitive\
Move to Online
Stronger controls
Maximise profitability
Multiple
Consultancies\
Regulators
Customers
Brokers
Technology Partners
Reduced Risk
Compliance
Efficiencies
Increasing emphasis on UX
Legacy system replacements
Self service
Information exchange services
Business rules-driven
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Public Sector
Slow Paced but
ambitious
Vulnerable to policy\
political changes
Do more with less
Hierarchical\ cross-
agency barriers
Targets\ risk
avoidance
Non-competitive\
freedom to innovate
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Honesty and Integrity · Personal Commitment · No Ego · Customer First · Excellence · Drivewww.version1.com | [email protected]