Business analyst eyeball to eyeball

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Copyright 2016 © Giancarlo Duranti Consulting – all rights reserved Business Analysis Fundamentals
Business Analyst Eyeball to Eyeball
Giancarlo Duranti, PMP®, PgMP®, PMI-PBA®, CBAP®, PSM®, IACCM®, COBIT5®, ITIL v3®
Rev. 1.1 del 06/12/2018

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Ø  Giancarlo Duranti, PMP, PgMP, PMI-ACP, PMI-PBA, CBAP, PSM, IACCM, COBIT5, ITIL v3
Ø  Project Manager & Business Analyst practitioner
Ø  Professional Trainer
Ø  Agile Coach
Ø  giancarlo@giancarloduranti.com
Biography
ü  Telecommunication industry for over 25 years
ü  Program Manager for Telecom Italia in Latin America.
ü  Project Manager consultant in the United States and in Africa.
ü  Involved in a variety of PMI and IIBA activities (e.g. OPM3, BABOK, PMI-PBA
development).
ü  Former VP Professional Development PMI Central Italy Chapter
ü  Talks on PM and BA topics.
Let me introduce myself

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What is Business Analysis?
Class Discussion – Business Analysis

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It is the application of knowledge, skills, tools, and
techniques to:
Determine problems and identify business needs
Identify and recommend viable solutions for meeting
those needs
Elicit, document, and manage stakeholder requirements
in order to meet business and project objectives
Facilitate the successful implementation of the product,
service, or end result of the program or project
PMI 2015, BA Practice Guide pg. 3
What is Business Analysis according to PMI

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In Short…
Business Analysis is the set of activities performed to
identify business needs and recommend relevant
solutions; and to elicit, document and manage
requirements.
PMI 2015, BA Practice Guide pg. 3
Business analysis is the set of activities performed to
support the delivery of solutions that align to business
objectives and provide continuous value to the
organization.
The PMI Guide to Business Analysis pg. 9

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The entire value of the business, encompasses
•  Tangible elements
•  Intangible elements
Business value enablers
•  Comprehensive strategic planning and management
•  Business Analysis: enterprise analysis, capabilities identification,
solution determination and recommendation
•  Portfolio Management: aligns components to organizational strategy
•  Program Managment: aligns multiple projects for optimized or
integrated costs, schedule, effort, and benefits.
Business Value

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Problem
(As Is)
Solution
(To Be)
1 2
3
Resistance
Resistance
Business Analysis as
A capability enabler

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Best Practices in Business Analysis
•  Identify the problem or opportunity
(what)
•  Determine the impact of the problem or
opportunity (where)
•  Determine why the problem or
opportunity occurs
•  Determine stakeholders involved (who)
•  Justify the solution options (how much)
•  Follow a structured approach (how)
Business Problem Determina1on

Impact Analysis

Root cause Analysis

Iden1fy and involve stakeholders

Develop the business case

Perform Business Analysis
processes

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•  Increased likelihood of accomplishing the business strategy
•  Improved work processes, systems, and products producing greater cost savings,
more accurate schedules, and an increase in customer satisfaction
•  More effective communication and collaboration among stakeholders throughout
the organization
•  Clearer understanding of the stakeholder needs
•  Improved productivity and efficiency in requirements analysis
•  Improved flexibility to respond to project complexity
•  Improved ability to accommodate requirements changes
•  Better decision making at all levels of the organization
•  Increased stakeholder involvement and satisfaction
Benefits of Business Analysis

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•  Better alignment between projects and organizational goals
•  Reusability of requirements and models—use of a repeatable and continuously
improved requirements process
•  Better alignment of expectations between stakeholders and project teams
•  Improved management of skills, best practices, and standards
•  Minimized cost and schedule overruns through early problem identification
•  Less rework through traceability, when problems are appropriately identified and
solved for the first time
•  Improved requirements management to ensure planned benefits
•  Seamless transition of deliverables to other phases of the project
•  Improved quality of deliverables
•  Documentation and use of lessons learned
Benefits of Business Analysis (…continue)

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•  Deliver benefits to the marketplace
around sound requirements, which
reduces costs by preventing poor
scope definition
•  Minimize the number of change
requests a project will undertake and
consequently prevent unnecessary
scope creep
•  Decrease the time it takes to bring
products to market and increase
competitiveness in both the
marketplace and internally with
employees
Benefits of Business Analysis to Projects
Competing
Demands
Cost
Risk

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Provides support to functional managers, sponsors, and decision
makers in:
•  Analyze Current State: understands the business need and how it relates to the way
the enterprise functions today. Sets a baseline and context for change.
•  Define Future State: defines goals and objectives that will demonstrate that the
business need has been satisfied and defines what parts of the enterprise need to
change in order to meet those goals and objectives.
•  Assess Risks: understands the uncertainties around the change.
•  Define Change Strategy: performs a gap analysis between current and future state,
assesses options for achieving the future state, and recommends the highest value
approach for reaching the future state including any transition states that may be
required along the way.
Organizational Strategy

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Strategic
Plan
Portfolio
Strategy
Tactics
Program 1
Doing the Right Things
Doing Things Right
Program … Project …Project 1
Portfolio Management
Project … Project …
Vision Mission

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Presents the portfolio management committee with a decision package
composed of:
•  A description of the business problem or opportunity
•  An assessment of the expected impacts of the proposed project on the organization
•  A description of the solution options including each option’s feasibility, costs, and
benefits
•  An assessment of the organization’s ability to provide the requisite resources and
expertise to deliver a viable business solution
•  The selection and prioritization of projects that will be required to implement the
business strategy
Ensures that requirements for new solutions are traced back to the business
strategy
Portfolio Management - The BA Role

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The Business Analyst Role and Responsibili4es

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A business analyst is any person who performs business analysis
tasks, no matter their job title or organizational role. But…
Common roles who can perform BA ac4vi4es
business architect enterprise analyst
management consultant process analyst
product manager product owner
requirements engineer systems analyst
data analyst business systems analyst
Mature organiza1ons recognize the business analyst as a speciﬁc
individual role.
The Business Analyst

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Problems
Business
Community
Business
Mgmt
Users
Problem
Owner
ULM
EDM
Management
BA
Developers
Project
Managers
Development
Community
IT Mgmt
Projects
Products
(solutions)
Solve Produce
Steve Blais, Business Analysis - Best practices for success
The Business Analyst Role

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The Business Analyst Role in the Solution Life Cycle
SOLUTION
CONCEPT
SOLUTION IMPLEMENTATION
PRODUCTIONInitiating Planning Exec.
Transit.
Closing
Monitoring & Controlling
Business
Problem
(Efficiency)
Business
Need
Strategic
Plan
TOP DOWN
APPROACH
BOTTOM UP
APPROACH
BC
BC BC BC BC
BA
Vision

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The Business Analyst Added Value
•  Assures Alignment, matching the solution to business needs and
stakeholder expectations
•  Enables Envisioning, providing a clear picture of solution
•  Assures Control, minimizing cost overruns caused by rework and
scope creep
Provides inputs to prioritize projects
Provides suggestions for business improvements
Enables IT to a more effective and efficient response
Enables knowledge transfer and lessons learned collection

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•  Facilitates the decision process (what if)
•  Describes the current state (As-Is) and the future state (To- Be)
•  Manages communications among stakeholders
•  Assesses the organization’s readiness
•  Identifies transition requirements
•  Facilitates the transition process
•  Provides confirmation about the transition process
accomplishment
The Business Analyst as a Change Agent

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Business Analyst Role
•  Concerned with the overall success of the
solution
•  Defines solution scope
•  Assesses solution impacts within the
organization
•  Identifies, assesses, and evaluates risk
associated with requirements
•  Prioritizes, specifies and model requirements
•  Supports test cases preparation
•  Verifies and validates solution deliverables
•  Enables the business to solution transition
•  Receives and assesses change requests
Project Manager Role
•  Concerned with overall project
success
•  Manages the project according to the
Competing Demands
•  Defines project scope
•  Ensures the project is delivered on
time, within budget, and within scope
•  Defines and manages the project plan
•  Identifies, assesses, and evaluates
overall project risk
•  Leads project team
•  Manages project communications
Business Analyst vs. Project Manager

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Potential conflict areas
Scope Management
•  Solution Scope
•  Project Scope
•  Change management
Communication Management
•  Embrace changes vs. impose changes
Risk Management
•  Solution/Requirement risk management
•  Project Risk management
Business Analysis Management
•  Business Analysis tasks planning and management
•  Pre-project initiation activities
Business Analyst vs. Project Manager

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Success Story
Best prac4ce from a Business Analysis Telco Project

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Solution
Vision
Expected
benefits
•  Increase competitiveness
ensuring a significant ‘lower
cost-to-serve’
•  Enables operations model
transformation towards a ‘social
online company’
•  Simplifies service creation and
product commercialization (Time
to Market + CAPEX reduction)
•  Reduces complexity and
number of IT systems to
manage (OPEX reduction)
Objectives Customer
digital
management
•  Enabling all current capabilities
already implemented on the
traditional channels on the brand
new digital channels (web, app,
social, etc.)
Being an agile
asset for
sales, post-
sales and
customer care
activities
•  Leveraging SOA architecture
reducing complexity and allowing
decommissioning of obsolete IT
systems.
2OnLine Telco 3Architecture for tomorrow
•  Full support of cross-selling
capabilities
•  Customer satisfaction increase
through the end-2-end customer
experience process management
•  Enabling a unique integrated
customer management as well as
a set of multichannel commercial
offers
Being
excellent with
integrated
customer
experience
1Convergent Company
The Case Study - Overview
DigitalTelco is a transformation program which enables a substantial change in the traditional telco
operational model.

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Problem
(As Is)
Solution
(To Be)
1 2
3
Solution Scope
Problem
Statement
Vision
Statement
Business Needs Assessment

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Stakeholders Identification/Analysis Techniques
Stakeholder Matrix
Onion Diagram
Organizational Modeling

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Investigate the Problem or Opportunity
q Focus on the problem
q Analyse the environment
q Understand the context
q Avoid complete Requirement Analysis
Interview
Document Analysis
Process Modeling
Organizational goals
and objective
assessment
Root Cause
Analysis
Benchmarking
Techniques:

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Key business drivers
Unique customer model
management
Convergence and new
commercial offer models
Increase selling functionalities
and adopting multichannel
capabilities
Simplification and Usability
«Full Digital» customer
management
Key IT drivers
Operational costs reduction
Technical obsolescence
overcoming through systems
decommissioning
Company resources skills
enhancements and competency
model transformation
Processes consistency and
cross channels data integrity
The Case Study – Key Drivers

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Vision and Solution Scope definition
What is a Vision?
A vision is a foresight. that is, the capacity
to envisage a future scenario typically
used in economics to represent market
trends and plan accordingly
Wikipedia, 2016
Bill Gates: “One personal
computer over each desk and
a Microsoft software installed
on each one of them”
Google: “To provide
access to the world’s
information in one click”
PMI: “Worldwide,
organizations will embrace,
value and utilize project
management and attribute
their success to it”

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Problem
(As Is)
Solution
(To Be)
Solution Scope
Problem
Statement
Vision
Statement
The Solution Vision
1 2
3

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Solution
Vision
Statement
2OnLine Telco 3Architecture for tomorrow
•  Enabling all current
capabilities already
implemented on the
traditional channels on
the brand new digital
channels (web, app,
social, etc.)
•  Leveraging SOA
architecture reducing
complexity and
allowing
decommissioning of
obsolete IT systems.
1Convergent Company
•  Enabling a unique
integrated customer
management as well as
a set of multichannel
commercial offers
The Case Study – Solution Vision

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Problem
(As Is)
Solution
(To Be)
1 2
3
Solution Scope
Problem
Statement
Vision
Statement
The Solution Scope
Vision &
Scope Report

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The solution Scope
The solution scope is the set of
capabilities a solution must deliver in
order to meet the business need
(IIBA, 2015, p. 453)
Documents
the boundary
of the solution
Defines the
solution
components
needed
First level of
functional
decomposition
Vision &
Scope Report
Each solution
component
encompasses a
# capabilities.
The whole set
of capabilities
determines the
solution scope.

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Problem
(As Is) Solution
(To Be)
1 2 3
Solution Scope
The Solution Roadmap
A1
A2
A..
L1
L2
L..
P1
P2
P1
P2
P3
P..
Component
Capabilities

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Unique customer
model
management
1.  Managing the customer as a unique entity to which refer a multitude of products and services
2.  Groups management as customers aggregations (e.g. family, communities, etc.) and roles
(subscriber, payer, user)
3.  Customer profiling management
4.  Customer identification and caring from all the channels
1.  Enabling new commercial offer models, e.g.:
•  Convergent (Fix/Mobile/OTT)
•  Value Added Services
•  Multi-line/multi-device
2.  Offer catalogue re-engineering through:
•  Only one offer structure Fix/Mobile, available from all the channels
•  Offer structure commercialization oriented able to overcome current land line
complexity
•  Centralized commercial rule engine to manage selling rules and improve configurability
Convergence and
new commercial
offer models
The Case Study – Key Capabilities needed

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1.  Selling functionalities enhancement and improvement of the whole purchasing experience
2.  Easy and effective integration of new traditional or digital touch points to the main platform
(e.g. Shop App, mini-site etc.)
3.  Cross Channel process integration (e.g. customers start a transaction from the web and end it
at the dealer shop without loosing context information provided at the beginning of the
transaction)
Increase selling
functionalities and
adopting Multichannel
capabilities
1.  New commercial proposition for an effective prospects management
2.  Selling and recommendation functionalities enhancement introducing cart management (e-
commerce)
3.  Post-selling functionalities enhancement (e.g. order tracking, service activation, etc.)
«Full Digital»
customer
management
1.  Simplification of critical processes
2.  New business process definition (e.g. unique customer model management and convergent
services/contents commercialization, etc.)
3.  Call Center and Selling end users operational interfaces simplification (e.g. using widget,
screens and operational steps reduction, etc.)
Simplification and
Usability
The Case Study – Key Capabilities needed (…continue)

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Requirement Work Plan Definition
q  Is the project plan for the business analysis activities
q  Done by the BA in strict collaboration with the project/program manager
q  Is a tool for communication and negotiation of resources with the
sponsor
•  It represents the baseline for
requirements management activities
•  It is a powerful tool for risk analysis
and management.

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Requirement Work Plan Definition (…continue)
q It ensures:
●  all requirements activities are captured
●  appropriate elicitation and analysis method are selected
●  expectations with stakeholders are set
●  the whole project team has a common understanding of the
requirements elicitation process
–  resources are available when needed
–  risk strategies are in place
–  elicitation is coordinated with other project
tasks

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The Case Study - Requirement Work Plan

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The Case Study - Requirement Work Plan

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The Case Study – RWP Sales & Post-sales streams

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The Case Study – RWP Sales & Post-sales streams (…
continue)

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Use Case Objectives:
•  Sharing the use case scenario with the aim
of streamlining the user and customer
experience
•  Gather requirements information helpful to
define functional requirements
•  gather KPI/KPO information to define
metrics to validate the solution
Performing Elicitation Activities
43

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Standard Elicitation Process
!  Sharing Use Case and and macro-
capabilities
!  Requirements identification
! Requirement Matrix
! KPI/KPO
CONDUCT ELICITIATION
ACTIVITIES (workshops)
2
!  Highlighting the processes weakness
and proposes the necessary
improvements
!  Creating the set of capabilities helpful
to fulfill the business needs
!  GATHER KPI/KPO
! Use Case and macro-capabilities
! KPI/KPO
PREPARE FOR
ELICITATION
1
DELIVERABLES
CONFIRM ELICITATION
RESULTS
3
!  Information review
! Requirement Matrix reviewed
! Use Case Reviewed
T0 T1 T1+5gg
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ELICITATATIONACTIVIES

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2 Customer portal
registration
Use Case perimeter and target
•  Steps identification for mobile offer purchase
•  Control identification for for mobile offers activation
•  Offers asset management
•  Customer communications management (e.g.
Welcome letter, SMS)
Target
5
Order tracking and
feedback to the
customer
Order acquisition and
fulfillment
Purchase chart
confirmation3
4
1
Cart configuration UC 15 – SIM Activation
• Steps identification for MNP process
• Legacy Systems Interaction points definition
• Legacy system interface
• MNP order tracking (e.g. order state model)
•  Customer communications management (e.g.
Welcome letter, SMS)
UC 16 – MNP mobile offer purchase +
service activation
45

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UC 15 – SIM Activation
Individuata l’offerta di
interesse, il Cliente la
inserisce nel suo carello e
procede con l’acquisto
(previa registrazione).
2
Il Cliente visualizza su
Portale lo stato di
avanzamento dell’Ordine
di attivazione dell’Offerta
6
Il Portale richiama
automaticamente i “servizi” per la
verifica di vendibilità/
elegibilità dell’Offerta
selezionata da Cliente
4
3
Il Cliente inserisce tutte le
informazioni necessarie
all’acquisto (es.: anagrafica,
dati di spedizione, modalità di
pagamento, consensi, copia
elettronica documenti di
identità...) e conferma il
«carrello»
Key capabilities da
requisitare
Il Portale invia l’Ordine al sistema di
commercializzazione che – eseguiti i
controlli - pubblica la richiesta di
«Attivazione Offerta Mobile» vs i
sistemi esterni acquisendone
successivamente i riscontri (esiti
parziali/finali)
5
Il Cliente riceve
comuncazione
automatica a fronte
dell’attivazione dell’offerta
7
La definizione delle
informazioni
obbligatorie per
l’acquisizione del
Cliente rientra
nell’ambito GdL
Cliente
Definizione delle
modalità di
accesso al
catalogo offerta dai
diversi touch point
à GdL Offerta
46

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Next steps
•  Confirm elicitation result (output Requirement Matrix)
• Draft within March 25
• Final within March 27
•  Next Workshop 2 – 27/03
• UC 13 – Purchase of ADSL offer
• UC 14 - Purchase of Fiber connection offer

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Traceability Matrix

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A document that includes key parameters
to assess the objectives and constraints
for the intended program
The Standard for Program Management – Third Edition, p. 28
Business Case Preparation

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1.  Create a Problem Statement
•  Identify Problem Candidates
•  Define the problem
•  Document the problem
2. Create the Vision Statement
3. Define the Business Objectives
4. Define the Technical Objectives
5. Identify constraints
•  Business
•  Financial
•  Technical
6. Define Assumptions
Building the Business Case

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7. Feasibility Study
•  Define Solution Approach
•  Define Solution Scope
8. Qualitative Justification
•  SWOT Analysis
•  Costs & Benefits Analysis
Solution
Options
Acceptable
Options
Risk
Analysis

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9. Quantitative Justification
10. Assemble the Business Case
•  Perform Business Assessment
•  Define Recommendations
•  Packaging Information
•  Delivery & Request for Approval

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•  Define the problem and objective to be achieved to consider
the problem solved
•  Describe business and technical assumptions and also
alternative solutions
•  Provide estimations about time, cost, resources
•  Report risks related to program implementation and solution
operations
An effective Business Case should
•  Quantify tangible benefits and describe
intangible benefits
•  Provide estimation about economical
benefits

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The importance of having a BA team
q  To understand how the business evolves outside the organization and
within it
q  Its role is central
q  During the solution life-cycle it is the only one owning a cross view
across the three communities (Business, Technical, Management)
q  While the project is done the business analysis work is still running
q  Ultimately, it acts as a representative of the Business Community
q  The business analyst as the orchestrator of all relations between the
three communities

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Best Practices from the Case Study
q Having a BA team helped to focus on the business problem and
define the appropriate solution
q All discussions focused on the capabilities needed having well-
defined in mind the vision statements
q Capabilities traced back to the strategic objectives to ensure they
were part of the solution scope
•  The Technical Community perceived the
added value of this new approach,
supporting the BA team with effective
solution options

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Thank you!
Giancarlo Duranti, PMP®, PgMP®, PMI-ACP®, PMI-PBA®, CBAP®, PSM®, IACCM®, COBIT5®, ITIL v3®
giancarlo@giancarloduranti.com
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