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Becoming a Successful Business Analyst Co-sponsored by IT Skills Development Work Group and Project Management Work Group December 15, 2009.

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Presentation on theme: "Becoming a Successful Business Analyst Co-sponsored by IT Skills Development Work Group and Project Management Work Group December 15, 2009."— Presentation transcript:

1 Becoming a Successful Business Analyst Co-sponsored by IT Skills Development Work Group and Project Management Work Group December 15, 2009

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 Todays Session on Business Analysis: What is a Business Analyst? What Role do they Play? How does Business Analysis and Project Management Interact?

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 15 th December 2009

7 Business Analysts 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 AGENDA

8 Business Analysts 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 INTRODUCTION

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

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

11 Plan Analyze Document Verify / Test Develop Stakeholder relationships Work with Stakeholders to elicit and define requirements Manage Requirements Assess & Validate Solutions Business Analysts WHAT DO BAs DO Involved in every stage of a successful projects life cycle Communicate Communicate Communicate

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

13 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 TOOLS – LEVERAGE OF THE BABOK Business Analysts

14 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 Business Analysts TOOLS – TAILORING FOR SUCCESS Use the tools to accelerate the process, improve efficiency, and quality

15 Business Analysts 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 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

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

17 Business Analysts SCENARIO / USE CASE – THE BUSINESS ANALYSTS ROLE 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 The Functional Framework is a tool that defines the major components of functionality of the desired solution and their relationship to each other. illustrative

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

19 Business Analysts SCENARIO / USE CASE – THE BUSINESS ANALYSTS ROLE 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 illustrative Process Activitie s

20 Business Analysts SCENARIO / USE CASE – THE BUSINESS ANALYSTS ROLE 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) illustrative RICE AnalysisRequirements Definition

21 Business Analysts SCENARIO / USE CASE – THE BUSINESS ANALYSTS ROLE 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 Implementation Cost Model Project Timeline illustrative

22 Business Analysts The Business Analysts 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 teams capabilities A set of industry tools exist to assist the Business Analyst; these are commonly known as BABOK – Business Analyst Body of Knowledge CONCLUSION

23 Business Analysts Caryn Quinn Director Technology, Technodyne 917.699.8036

24 Business Analysts Appendix

25 Business Analysts WHAT IS A REQUIREMENT A requirement is a description of a stakeholder need Specifically, requirements are: (1)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)

26 Business Analysts SCENARIO / USE CASE – THE BUSINESS ANALYSTS 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

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

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

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

38 Business Knowledge Technical Knowledge Organization Informal lines of communication Competitive landscape Industry specific trends 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 ®

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

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 54

55 In the Beginning... There was chaos... 55

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

57 A Little Later On… Build ImplementPlan Test Organizations invested in Project Management practices Typical Project Life Cycle

58 Project Management Practices –Planning Skills –Project Team Management –Issue & Risk Management –Cost Control –Stakeholder Management –Contingency Planning –Decision Analysis 58

59 But something was still missing Build ImplementPlan Test The Solution did not solve the problem

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

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

62 The Picture is Complete Build ImplementPlan TestDescribe Define Project Management Business Analysis

63 PM / BA Knowledge Areas 63 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 64

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

66 Key Accountabilities 66 PLAN MANAGE CONTROL Project ManagerBusiness Analyst DELIVER Stakeholder Expectation Issues/Risks Requirements team Product Scope Requirements Schedule Requirements Change A business solution Stakeholder Expectation Issues & Risks Project team Project Scope Project Schedule Project Cost Project Approach, Process & Deliverables Requirements Approach, Process & Deliverables Project

67 Measures of Success - PM Project delivered: –On Time –Within Budget –Within the agreed-to scope 67 Project Time Cost Scope

68 Measures of Success - BA d: –Approved requirements –Functionality & operability In the context of the business mission & strategy 68 SCOPE USABILITY BUSINESS VALUE REQUIREMENTS

69 An Analogy Project ManagerBusiness Analyst 69

70 Working together for Success –Leverage each others strengths –Recognize the healthy tension –Clearly communicate the partnership To the team To the stakeholders

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

72 Concluding Thoughts

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