1. Becoming a Successful Business Analyst
Co-sponsored by
IT Skills Development Work Group
and
Project Management Work Group
December 15, 2009
Great
Logistics
Exists
Rest rooms
Cell phones to mute
Thanks to NYS Forum
Greg
Rebecca
Mike
And to other members of our orkgroup particularly
Donna
Aniko Polgar

2. Welcome Goal of IT Skills Development Workgroup (ITSD)
To provide NYS IT Professionals with resources and information
that allows them to build their capabilities
so that they may take on more advanced roles and tasks in their workplace
Through
Seminars and Forums
Facilitation and Encouragement of Communities of Practice
Other Offerings
Today’s Session on Business Analysis:
What is a Business Analyst?
What Role do they Play?
How does Business Analysis and Project Management Interact?
This is the second forum hosted by the IT Skills Development Work Group, formally the MATRIX, and the Project Management Work Group focused on Business Analysis. The spring event was so successful, using the feed back we received we have pulled together an excellent slate of presenters focused on two specific issues – what are the skills you need to become a business analysis, what role does a business analyst perform and what are the distinctions between a business analyst and a project manager and most importantly how do these two very important actors inter-relate.
The purpose of the IT Skills Development Work Group is to bring together forums such as these that fill a specific need for the IT professional. Please keep an eye on the Forum’s calendar for future events like these hosted by the ITSD work group.

3. Agenda Welcome And Introductions
- James Nicol, Co-chair IT Skills Development Work Group
What Makes A Successful Analyst?
- Caryn Quinn, Technodyne
The Role Of The Business Analyst
- Paul Franz And Angie Musa, NYSTEC
Break
Business Analyst And Project Management Roles: How They Interact And Interrelate,
- Kathleen Barret, IIBA President
Panel Discussion
Final Thoughts – James Nicol
Adjourn

4. What makes a successful Analyst.
Caryn Quinn – TechnoDyne

5. Business Analysts

6. What makes a successful Business Analyst?
NYS Forum IT Skills Development and Project Management Workgroups
15th December 2009
Business Analysts

7. What is a Business Analyst (BA) ? Why are BAs needed ?
AGENDA
Introduction
What is a Business Analyst (BA) ?
Why are BAs needed ?
What do BAs do ?
How does one become a successful Business Analyst ?
Tools
Leverage of the BABOK
Tailoring the tools for success
Use Case / Model
Business Analysts

8. Director Technology, Technodyne
INTRODUCTION
Caryn Quinn
Director Technology, Technodyne
20 years experience aligning technology to deliver business value
Previously Sr. Manager, IBM; VP Technology, Sony; VP Strategic Outsourcing, Velocity
Primary focus on:
Helping clients clarify business needs
Identifying creative solutions to address business needs
Developing Solution Blueprints
Managing Organizational and Process change
Monitoring and measuring project success
Business Analysts

9. WHAT IS A BUSINESS ANALYST
The BA role is multi-functional and highly varied
The shape of the BA role depends upon project objectives, client preferences and team’s capabilities
Two commonly encountered models:
Product Scope
Requirements
Agile
Initiate
Design
SCRUM
Plan
RAD
Build
PRINCE2
Monitor & Control
Test
SIX Sigma
Rational
Implement
Add animation to phase overlays of methods
Release
Etc.
Etc.
Close
PMI Project Management Process
Waterfall Development
Business Analysts

10. Poor or wrong requirements*
WHY ARE BAs NEEDED
Regardless of SDLC model, poor requirements management is consistently in the top 3 reasons for Project Failure
Lack of handover
(people change management)
Poor strategic alignment
Lack of sponsor involvement
Poor
planning
Poor or wrong requirements*
Poorly defined objectives/scope
Ineffective communication
Long time to delivery
Team skills
(esp. interpersonal skills)
Lack of formal PM processes
Poor risk management
Business Analysts help manage many of these project areas, most notably Requirements Analysis and Management
Business Analysts

11. Develop Stakeholder relationships
WHAT DO BAs DO
Develop Stakeholder relationships
Work with Stakeholders to elicit and define requirements
Manage Requirements
Assess & Validate Solutions
Plan
Analyze
Document
Verify / Test
Communicate
Various techniques used to elicit requirements, for example:
 Requirements Workshop
 Interview
 Survey
 Prototyping
 Focus Group
Requirements Communication
Purpose:
 Communicate the outcome
 Present & communicate requirements to all stakeholders & implementers of the project
 Bring the group to consensus & gets approval
Value:
 Presents the requirements in a format & structure that is appropriate for its intended audience
 Brings the various stakeholders to a common understanding
 Formalizes agreement
Involved in every stage of a successful project’s life cycle
Business Analysts

12. HOW DOES ONE BECOME A SUCCESSFUL BUSINESS ANALYST
A successful Business Analyst builds a toolbox of capabilities
TOOLS
Business Process Analysis
(Code) Profiler
GUI designer
Simulator/Testing
Debugger
Prototyper
METHDOLOGY
Agile: XP, SCRUM
Iterative: RUP, Dynamic System Dev Model
Waterfall: original SDLC
SKILLS
Business skills / knowledge
Domain (functional) skills
Management & Leadership skills
Technology skills
On-the-job training
Certificate programs
College courses
EDUCATION
Business Analysts

13. TOOLS – LEVERAGE OF THE BABOK
The Business Analysis Body of Knowledge or BABOK …
… captures the sum of knowledge within the profession of Business Analysis
… reflects currently accepted practices
… provides a framework with associated activities, tasks and skills
But is NOT a “how to do” business analysis instruction manual NOR a methodology
Business Analysts

14. TOOLS – TAILORING FOR SUCCESS
Assessing Project Objectives
Business Environment
Client Preferences
Team Capabilities
Cultural Nuances
Historical Experience (success, failures)
Customizing available tools to meet the needs of the particular project
Maintaining flexibility
Use the tools to accelerate the process, improve efficiency, and quality
Business Analysts

15. SCENARIO / USE CASE – OVERVIEW
STATED OBJECTIVE:
Client wishes to replace 30 year old system due to inadequacies
BUSINESS NEED:
An intuitive, easy-to-use application with business rules-driven functionality supported by workflow and business analytics
VALUE:
Greater automation and improved efficiencies
Enhanced compliance
Reduced error rate and cost
Simplified ability to identify and react to (+ / -) patterns
Improved client / user satisfaction
Business Analysts

16. SCENARIO / USE CASE – SOLUTION BLUEPRINT
The Solution Blueprint :an integrated set of elements that define the project
Process Flow
Approved Project Request
Functional Framework
Requirements Definition
illustrative
Technical Architecture
Project Team
RICE Analysis
Add animation
Project Timeline
Implementation Cost Model
Business Analysts

17. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
illustrative
The Functional Framework is a tool that defines the major components of functionality of the desired solution and their relationship to each other.
This model is used to clarify, communicate, and confirm the solution with the client / business users.
The model serves as the basis for Technical Architecture and Process Flows.
OWNERSHIP: Business Analyst
Business Analysts

18. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
The Technical Architecture brings the Functional Framework from a logical, business perspective to a physical, technical perspective.
illustrative
The Technical Architecture along with the Process Flows serves as the basis for the Requirements Document.
OWNERSHIP: Business Analyst
Business Analysts

19. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
Process
illustrative
Activities
Process Flows leverage the Functional Framework which shows the what needs to be done to articulate how the business does it.
The Process Flows along with the Technical Architecture serves as the basis for the Requirements Document.
OWNERSHIP: Business Analyst
Business Analysts

20. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
Requirements Definition
RICE Analysis
illustrative
illustrative
Requirements Definition and RICE (Reports, Interfaces, Conversions, Extensions) define the high-level details of what needs to be created.
These documents, together, will help articulate resource needs and the timeline for development of the solution.
OWNERSHIP: Business Analyst, (Programmer)
Business Analysts

21. Implementation Cost Model
SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
Project Timeline
Implementation Cost Model
illustrative
illustrative
The culmination of this effort is the development of a Project Timeline and Project Implementation Cost Model.
Together, these identify the Level of Effort (LoE) and Cost to create and deploy the solution to the user base.
OWNERSHIP: Business Analyst, Project Manager
Business Analysts

22. The Business Analyst’s role is a multi-functional, highly varied role
CONCLUSION
The Business Analyst’s role is a multi-functional, highly varied role
Various formal and informal learning opportunities exist to develop the skills required for this role
The model of this role on any project will depend on the project objectives, client preference, and team’s capabilities
A set of industry tools exist to assist the Business Analyst; these are commonly known as BABOK – Business Analyst Body of Knowledge
Business Analysts

23. Director Technology, Technodyne
Caryn Quinn
Director Technology, Technodyne
Business Analysts

24. Appendix
Business Analysts

25. WHAT IS A REQUIREMENT
A requirement is a description of a stakeholder need
Specifically, requirements are:
A condition or capability needed by a stakeholder to solve a problem or achieve an objective
(2) A condition or capability that must be met or possessed by a solution or solution component to satisfy a contract, standard, specification, or other formally imposed documents\
(3) A documented representation of a condition or capability as in (1) or (2)
Business Analysts

26. SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE
The IT Project Request Form is a tool that facilitates alignment at project onset
This form defines:
Project objectives
Anticipated business benefits
Probable risks and mitigation steps
Timeline
Roles and Responsibilities
Costs
It is supported by the Project Organization Chart
OWNERSHIP: Project Manager
illustrative
Business Analysts

27. The role of the Business Analyst.
Paul Franz and Angie Musa
NYSTEC

28. Role of the Business Analyst
Presented by:
Angie Musa, CBAP® and Paul Franz, CBAP®
December 15, 2009

29. Presentation Outline What is Business Analysis?
Who is the Business Analyst?
What skills and knowledge does a BA need?
Tools and Techniques
BABOK ® KAs and the PM Lifecycle
Summary

30. What is Business Analysis?

31. Who is the Business Analyst?
any person who performs business analysis activities – regardless of their job title or organizational role

32. Role of a BA The Bridge Between Stakeholders Liaison Enabler
Change Agent
Cartoon used by permission from Modern Analyst Media LLC. For more, visit

34. NYS Civil Service Position Description
Job Duties
NYS Civil Service Position Description
Work as a liaison between stakeholders in order to elicit, analyze, communicate, and validate requirements for changes to business processes, policies, and information systems

35. Assigning the Business Analyst
Cartoon used by permission from Modern Analyst Media LLC. For more, visit

36. What Skills Does a BA Need?
Cartoon used by permission from Modern Analyst Media LLC. For more, visit 36

37. Soft skills Communication Interpersonal Analytic skills Written Oral
Presentation
Interpersonal
Relationships
Facilitation
Negotiation
Trustworthiness
Analytic skills
Creativity
Logical thinking
Decision making

38. Business Knowledge
Organization
Informal lines of communication
Competitive landscape
Industry specific trends
Technical Knowledge
Existing relations with key technical stakeholders
Methodologies, systems, standards
Technology concepts, trends
The depth of business and technical knowledge varies and finding the right balance is important

39. Knowledge Areas Business Analysis Planning and Monitoring Elicitation
Requirements Management and Communication
Enterprise Analysis
Requirements Analysis
Solution Assessment and Validation
Underlying Competencies

40. Tools and Techniques
Techniques are the way a practitioner performs a business analysis tasks
Techniques can also describe a specific form that the output of a business analysis task may take
BABOK® Guide identifies 49 techniques
BA does not need to be an expert in all techniques
Should understand commonly used techniques and how to best apply them

41. Sample Tools and Techniques
Elicitation
Observation
Brainstorming
Focus Groups
Survey/Questionnaire
Interviews
Requirements Workshops
Analysis
Business Rules Analysis
Decision Analysis
Document Analysis
Interface Analysis
Functional Decomposition

42. Sample Tools and Techniques
Modeling
Scope Models
Process Models
Data Models
Technical Models
Validation
Criteria Definition
Metrics and Key Performance Indicators
Structured Walkthrough

43. BA Activities and the Project Management Lifecycle
Cited from the BABOK® Guide v 2

50. Summary Role of the successful BA? Liaison among stakeholders
Enables the organization to achieve goals
Identifies and supports transformational change
Necessary knowledge, skills and experience
Understanding of how to best apply commonly used tools and techniques

51. Thank You! Paul Franz, CBAP ® Angie Musa, CBAP ® franz@nystec.com

52. Business Analyst and Project Management roles: how they interact and interrelate
Kathleen Barret
President
International Institute of Business Analysis

53. The Project Manager / Business Analyst Partnership
December 15, 2009
Kathleen Barret is the first and current President of the International Institute of Business Analysis, a professional association for Business Analysts.
She is here today to share her perspective on the history and future direction of the business analysis profession.

54. Learning Objectives
Gain a better understanding of the roles of the PM and BA.
The strengths of each role – measures of success & critical success factors
How the roles complement one another
Discuss best practices and challenges with the PM/BA partnership

55. In the Beginning... There was chaos...
Companies needed something to help them manage the work they were doing
Some industries had already realized there was an important role to support their needs – PM
So the role of PM was adopted by a number of org
But it took time
PMI has been around since 1969, yet the importance of treating a piece of work as a project is still no universal

56. A lot of work was being done... But it was not always productive
In the Beginning...
A lot of work was being done...
But it was not always productive

57. “Typical” Project Life Cycle
A Little Later On…
Organizations invested in Project Management practices
Plan
Build
Test
Implement
“Typical” Project Life Cycle

58. Project Management Practices
Planning Skills
Project Team Management
Issue & Risk Management
Cost Control
Stakeholder Management
Contingency Planning
Decision Analysis
Excellent Planning Skills
Determines the SDLC to be used
Plans resource requirements
Develops the Work Breakdown Structure (WBS)
Develops the schedule
Determines financial requirements
Project Team Management
Manages the project team throughout the project life cycle
Resolves conflicts
Builds the ‘winning team’ dynamics
Presentation Skills & Status Reporting
Ability to present to various levels of the organization – from executive level down.
Stakeholder Management
Manages the expectations of the stakeholders
Decision Analysis
Leads Decision Analysis process within the project
Ensures decisions are agreed upon, and properly documented
Issues & Risk Management
Ensures risks and issues are actively managed
Defines escalation process, to ensure appropriate visibility
Contingency Planning
Planning for ‘what to do when things don’t go they way you want’
Pro-active mitigation
Cost Control
Forecasting resource and non-resource $$
Managing the working plan $$

59. But something was still missing
Plan
Build
Test
Implement
The Solution did not
solve the
problem

60. But something was still missing
The Missing PIECES!
Plan
Build
Test
Implement
The Big Picture
Definition
of need

61. But something was still missing
The Missing PIECES!
Plan
Build
Test
Implement
Enter the Business Analyst...
The Big Picture
Definition
of need

62. The Picture is Complete
Describe
Define
Plan
Build
Test
Implement
Business Analysis
Project Management

63. + = Success PM / BA Knowledge Areas BA Knowledge Areas
PM Knowledge Areas
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources Mngmt
Project Communications Management
Project Risk Management
Project Procurement Mngmt
BA Knowledge Areas
Enterprise Analysis
Business Analysis Planning & Monitoring
Requirements Management & Communications
Elicitation
Requirements Analysis
Solutions Assessment & Validation +
= Success

64. Business Analysis Practices
Critical Thinking
Investigative Skills
Stakeholder Perspective
Modeling
Communications skills
Facilitation and Negotiation
Influence without authority
Excellent verbal & written communication
Ability to listen, ask probing questions
Document requirements in clear, concise language that all stakeholders can understand
Structured Group Facilitation
Ability to manage large groups of stakeholders with varying needs & priorities
Gain consensus on requirements
Critical Thinking
Asking the ‘why’ questions
Ensuring that the appropriate level of detail has been gathered
Differentiating between high level and detail requirements
Modeling
“A picture is worth a thousand words” - Use of various modeling techniques to clarify requirements
Influencing without Authority
Manage a cross-functional team of stakeholders (from both the business and technology groups) throughout the requirements phase
Manage the team dynamics, influence change, and bring about consensus.
Investigative Skills
There is a “Sherlock Holmes” lurking in every BA
The pieces needed to solve the ‘business puzzle’ are rarely in one place, and neatly presented to the BA
The Stakeholder View
Once the requirements are signed off, the BA becomes the project conscience
Ensuring that the delivered product meets the business requirements
Helping the technical team to understand the business perspective
Working with both the business stakeholders and the technical team, if design trade-offs are necessary.

65. Two Roles – One Goal The person accountable for delivering a project
The person insuring the delivery of the right solution
Project Manager
Business Analyst

66. Key Accountabilities Project Manager Business Analyst PLAN MANAGE
Project Approach, Process & Deliverables
PLAN
Requirements Approach, Process & Deliverables
Stakeholder Expectation
Issues & Risks
Project team
MANAGE
Stakeholder Expectation
Issues/Risks
Requirements team
Project Scope
Project Schedule
Project Cost
Product Scope
Requirements Schedule
Requirements Change
CONTROL
Often org assume that a BA will grow up to be a PM
That can be understandable - what they do looks the same
Plan
Manage
Control
Deliver
But it is what they deliver and how they deliver that varies significantly
DELIVER
Project
A business solution

67. Measures of Success - PM
Project delivered:
On Time
Within Budget
Within the agreed-to scope
Time
Project
Scope
Cost
Individually and as a team
Within Scope includes accepted changes

68. Measures of Success - BAd:
Approved requirements
Functionality & operability
In the context of the business’ mission & strategy
SCOPE
USABILITY
BUSINESS VALUE
REQUIREMENTS
Individually and as a team
Within Scope includes accepted changes

69. An Analogy
Project Manager
Business Analyst

70. Working together for Success
Leverage each other’s strengths
Recognize the ‘healthy tension’
Clearly communicate the partnership
To the team
To the stakeholders
Fundamentally, the PM manages project resources (people, money) and the BA manages the business stakeholders. The BA reports to the PM on his or her progress on the tasks in the work breakdown structure (WBS) in relation to requirements. Usually at the beginning of the project the PM and BA work very closely together and often work on the same tasks. Later as the project gets going, they each focus on their particular responsibilities and talk frequently to share their progress. Excellent PMs and BAs will work hand-in-hand to make the most of each other’s strengths.
It is the healthy tension between the PM and the BA—the PM pushing to move forward and the BA cautiously wanting to gather just one more detail before going forward—that makes the combination so successful. They are inter-dependent because both the product and project goals need to be met. At times, they can be in conflict.
At the beginning of the project there are areas of overlapping responsibilities such as project scope definition, development of the project statement of purpose, project objectives and identification of business risks. A strong PM will utilize the analysis skills of the BA to make sure that the scope is feasible and well defined.
As requirements are gathered, analyzed and documented by the BA, the PM is closely involved, reviewing the requirements and adjusting the plan as necessary. The PM also reviews the decisions made when the BA and technical architect design the solution. Typically the PM reviews all project deliverables at a high level looking for project adjustments and issues. The BA reviews all project deliverables that are related to requirements, solution design and testing; looking in detail to make sure that the business needs are being addressed.
During the project both the BA and the PM will maintain a relationship with their “business partners”. The BA is the advocate for the business area and the PM will report project status and work to resolve issues. Both roles also have an ongoing dialogue with the technical team members: the BA working with the technical architects to design a solution, the PM watching the progress of the team and adjusting the plan as decisions are made.
Ensure that you clearly communicate what role the PM and BA are playing. Many a partnership (and marriage) have failed due to a lack of clear communication.
Keep the communication open between the PM and BA. You are each other’s best advocate!!!

71. For More Information About IIBA – Kathleen Barret
About Keane – David Nagy

72. Concluding Thoughts