All About Business Analyst Becoming a successful BA

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 Today’s 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. Business Analysts What makes a successful Business Analyst? NYS Forum IT Skills Development and Project Management Workgroups 15th 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 team’s capabilities • Two commonly encountered models: WHAT IS A BUSINESS ANALYST Plan Monitor & Control Implement Close Release Test Build Design Requirements Product Scope PMI ProjectPMI Project Management ProcessManagement Process Waterfall DevelopmentWaterfall Development Initiate SCRUM PRINCE2 SIX Sigma Agile RAD Rational Etc. 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 project’s life cycle • Communicate • 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 Workstream 1 Workstream 1Workstream 1 2005 Year X Year X+1 Enterprise IP Blueprint Workstream 1 & 2 Deployment Workstream 1 & 2 Deployment Workstream 2 Workstream 2 Detailed Design Development Deployment Project Ramp-Up Ramp- Up Ramp- Up Information Management Business Process Management Enterprise Application Integration Portal / Web Channel Customers Technology Infrastructure & Support Applications Producers/Partners Employees Business Components Sales Force Automation Customer Information Contact Center Customer Analytics Campaign Management Compliance Financials Human Resources Business Components Document/Forms Management Investment Management Product Configuration Policy Administration Billing Automated Underwriting Rating Claims Administration Agent/Broker Administration Reinsurance Disbursements/ Payouts Needs Analysis/ Illustration Wealth Management Core Banking IT Contact Center Information Management Business Process Management Enterprise Application Integration Portal / Web Channel Customers Technology Infrastructure & Support Applications Producers/Partners Employees Business Components Sales Force Automation Customer Information Contact Center Customer Analytics Campaign Management Compliance Financials Human Resources Business Components Document/Forms Management Investment Management Product Configuration Policy Administration Billing Automated Underwriting Rating Claims Administration Agent/Broker Administration Reinsurance Disbursements/ Payouts Needs Analysis/ Illustration Wealth Management Core Banking Information Management Business Process Management Enterprise Application Integration Portal / Web Channel Customers Technology Infrastructure & Support Applications Producers/Partners Employees Business Components Sales Force Automation Customer Information Contact Center Customer Analytics Campaign Management Compliance Financials Human Resources Business Components Document/Forms Management Investment Management Product Configuration Policy Administration Billing Automated Underwriting Rating Claims Administration Agent/Broker Administration Reinsurance Disbursements/ Payouts Needs Analysis/ Illustration Wealth Management Core Banking Business Components Sales Force Automation Customer Information Contact Center Customer Analytics Campaign Management Compliance Financials Human Resources Business Components Document/Forms Management Investment Management Product Configuration Policy Administration Billing Automated Underwriting Rating Claims Administration Agent/Broker Administration Reinsurance Disbursements/ Payouts Needs Analysis/ Illustration Wealth Management Core Banking IT Contact Center Functional FrameworkApproved Project Request Technical Architecture Implementation Cost Model CBS-Paramount TV Cost Summary Capitalizable External Costs Estimated Hardware Costs $770,759.20 Estimated Software Licensing Costs $7,071,250.00 Estimated Training Costs $386,250.00 Estimated Staffing Costs Sophoi $6,198,931.20 System Integrator $7,190,656.00 Technical Developers $1,989,600.00 Estimated Total Staff Costs $15,379,187.20 Estimated Travel Costs (@ 15% of SI and Technical Developer staff costs)$1,377,038.40 Estimated Sum Total One-time Costs: $24,984,484.80 Tape TCPIPTCPIP StorageStorage Firewall iPLS Production Database Server Integration Hub Application Server LDAP Adapter Load Balancer Analytics Other Enterprise Applications iPLS Disaster Recovery Database Server Integration Hub Application Server LDAP Adapter Load Balancer IP UserIP User System boundary Analytics Group Paramount TV Rights-Out Deployment Conversions All Paramount BUs Phase 1 Rights Windows PRAS - Rights In In Scope Medium 280 All Paramount BUs Phase 1 Complete Deal and License information SMACS In Scope Very High 480 All Paramount BUs Phase 1 Complete Deal and License information PDS (DSTAR, PDSDEAL, DMS) In Scope Very High 480 All Paramount BUs Phase 1 Complete Deal and License information (Manual) BATS In Scope Very Low 80 All Paramount BUs Phase 1 Complete Deal and License information (Manual) DCNTP In Scope Very Low 80 All Paramount BUs Phase 1 Complete Deal and License information (Manual) DORADO In Scope Very Low 80 All Paramount BUs Phase 1 Dom. Pay Deal Information to TVR INTO TVR In Scope Medium 280 All Paramount BUs Phase 1 Intl. Pay Deal Information to TVR INTO TVR In Scope Medium 280 All Paramount BUs Phase 1 Dom. Pay/SMACS Billing History to TVR INTO TVR In Scope High 360 All Paramount BUs Phase 1 Dom. Pay/SMACS Revenue/Cash History to TVR INTO TVR In Scope High 360 SUB-TOTAL FOR RIGHTS-OUT DEPLOYMENT CONVERSIONS 5600 Original 3360 Paramount TV Rights-Out Accounting Deployment Conversions Domestic Cable, Intl Free/Basic Phase 2 TFS Change History to iPLS Analytics TFS In Scope High 360 SUB-TOTAL FOR RIGHTS-OUT ACCOUNTING DEPLOYMENT CONVERSIONS 360 SUB-TOTAL FOR ALL PARAMOUNT TV CONVERSIONS 5960 Scope Complexity Total HoursConversion DescriptionPhase Source System RICE Analysis Project Timeline Sales Traffic Manage financials Manage portfolio of business Manage submission Process quote Manage policy • Look-up and log insured info • Log submission • Rate submission • Provide quote • Maintain quote • Print and provide quote doc • Provide binder • Provide invoice • Print and assemble policy (w/ endorsements) • Provide policy • Track expirations • Generate renewals • Track invoices / open receivables • Pursue overdues • Report on financial health • Track business lost • Analyze hit-ratios • Adjust sales and marketing strategy Underwriting Process Flow 1. Ability to support an underwriter referral process model (work-flow capability). 1. Ability to call the underwriting engine in either an On-Line or Batch mode. 1. Transaction Type. 1. Pricing Program/Tier. 1. Producer/sub producer. 1. State and or other Geography. 1. Risk attributes. 1. Product. 1. Line of Business. 1. Ability to support unique underwriting rule sets/underwriting questions by: 1. Rewrite. 1. Reinstatement with lapse. 1. Reinstatement with no lapse. 1. Cancellations. 1. Renewals. 1. Policy Changes. 1. Quote/New Business. 1. Ability to support the following transaction types: 1.General Requirements: CommentsSupport 1/2/3/4* Priority M/D/N Requirement/Feature 1. Ability to support an underwriter referral process model (work-flow capability). 1. Ability to call the underwriting engine in either an On-Line or Batch mode. 1. Transaction Type. 1. Pricing Program/Tier. 1. Producer/sub producer. 1. State and or other Geography. 1. Risk attributes. 1. Product. 1. Line of Business. 1. Ability to support unique underwriting rule sets/underwriting questions by: 1. Rewrite. 1. Reinstatement with lapse. 1. Reinstatement with no lapse. 1. Cancellations. 1. Renewals. 1. Policy Changes. 1. Quote/New Business. 1. Ability to support the following transaction types: 1.General Requirements: CommentsSupport 1/2/3/4* Priority M/D/N Requirement/Feature Version: 1.0Underwriting Functional RequirementsTitle: Page: 1 of 3DATE: 11/29/06Organization: Functional Area: Automated Underwriting Version: 1.0Underwriting Functional RequirementsTitle: Page: 1 of 3DATE: 11/29/06Organization: Functional Area: Automated Underwriting Requirements Definition The Solution Blueprint :an integrated set of elements that define the project Project Team Governance/Change Mgmt Analyst Testing Coordinator Training Coordinator Governance Team Governance/Change Mgmt Analyst Testing Coordinator Training Coordinator Governance Team Client Project Management System Integrator Project Management Project Management Client Project Management System Integrator Project Management Project Management Client Executive Sponsor System Integrator Executive Management Steering Committee Client Executive Sponsor System Integrator Executive Management Steering Committee Subject Matter Experts Advisory Board Subject Matter Experts Advisory Board Workstream 2 Business Analyst Technical Analyst Developer Data Base Architect Interface / Conversion Lead Workstream 2 Business Analyst Technical Analyst Developer Data Base Architect Interface / Conversion Lead Workstream 1 Business Analyst Technical Analyst Developer Data Base Architect Interface / Conversion Lead Workstream 1 Business Analyst Technical Analyst Developer Data Base Architect Interface / Conversion Lead illustrative

17. Business Analysts SCENARIO / USE CASE – THE BUSINESS ANALYST’S ROLE Information Management Business Process Management Enterprise Application Integration Portal / Web Channel Customers Technology Infrastructure & Support Applications Producers/Partners Employees Business Components Sales Force Automation Customer Information Contact Center Customer Analytics Campaign Management Compliance Financials Human Resources Business Components Document/Forms Management Investment Management Product Configuration Policy Administration Billing Automated Underwriting Rating Claims Administration Agent/Broker Administration Reinsurance Disbursements/ Payouts Needs Analysis/ Illustration Wealth Management Core Banking IT Contact Center Information Management Business Process Management Enterprise Application Integration Portal / Web Channel Customers Technology Infrastructure & Support Applications Producers/Partners Employees Business Components Sales Force Automation Customer Information Contact Center Customer Analytics Campaign Management Compliance Financials Human Resources Business Components Document/Forms Management Investment Management Product Configuration Policy Administration Billing Automated Underwriting Rating Claims Administration Agent/Broker Administration Reinsurance Disbursements/ Payouts Needs Analysis/ Illustration Wealth Management Core Banking Information Management Business Process Management Enterprise Application Integration Portal / Web Channel Customers Technology Infrastructure & Support Applications Producers/Partners Employees Business Components Sales Force Automation Customer Information Contact Center Customer Analytics Campaign Management Compliance Financials Human Resources Business Components Document/Forms Management Investment Management Product Configuration Policy Administration Billing Automated Underwriting Rating Claims Administration Agent/Broker Administration Reinsurance Disbursements/ Payouts Needs Analysis/ Illustration Wealth Management Core Banking Business Components Sales Force Automation Customer Information Contact Center Customer Analytics Campaign Management Compliance Financials Human Resources Business Components Document/Forms Management Investment Management Product Configuration Policy Administration Billing Automated Underwriting Rating Claims Administration Agent/Broker Administration Reinsurance Disbursements/ Payouts Needs Analysis/ Illustration Wealth Management Core Banking IT Contact Center 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. Tape TCPIPTCPIP StorageStorage Firewall iPLS Production Database Server Integration Hub Application Server LDAP Adapter Load Balancer Analytics Other Enterprise Applications iPLS Disaster Recovery Database Server Integration Hub Application Server LDAP Adapter Load Balancer IP UserIP User System boundary Analytics Business Analysts SCENARIO / USE CASE – THE BUSINESS ANALYST’S 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 ANALYST’S 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 Sales Traffic Manage financials Manage portfolio of business Manage submission Process quote Manage policy • Look-up and log insured info • Log submission • Rate submission • Provide quote • Maintain quote • Print and provide quote doc • Provide binder • Provide invoice • Print and assemble policy (w/ endorsements) • Provide policy • Track expirations • Generate renewals • Track invoices / open receivables • Pursue overdues • Report on financial health • Track business lost • Analyze hit-ratios • Adjust sales and marketing strategy Underwritingillustrative ProcessActivitie s

20. Business Analysts SCENARIO / USE CASE – THE BUSINESS ANALYST’S 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 Group Paramount TV Rights-Out Deployment Conversions All Paramount BUs Phase 1 Rights Windows PRAS - Rights In In Scope Medium 280 All Paramount BUs Phase 1 Complete Deal and License information SMACS In Scope Very High 480 All Paramount BUs Phase 1 Complete Deal and License information PDS (DSTAR, PDSDEAL, DMS) In Scope Very High 480 All Paramount BUs Phase 1 Complete Deal and License information (Manual) BATS In Scope Very Low 80 All Paramount BUs Phase 1 Complete Deal and License information (Manual) DCNTP In Scope Very Low 80 All Paramount BUs Phase 1 Complete Deal and License information (Manual) DORADO In Scope Very Low 80 All Paramount BUs Phase 1 Dom. Pay Deal Information to TVR INTO TVR In Scope Medium 280 All Paramount BUs Phase 1 Intl. Pay Deal Information to TVR INTO TVR In Scope Medium 280 All Paramount BUs Phase 1 Dom. Pay/SMACS Billing History to TVR INTO TVR In Scope High 360 All Paramount BUs Phase 1 Dom. Pay/SMACS Revenue/Cash History to TVR INTO TVR In Scope High 360 SUB-TOTAL FOR RIGHTS-OUT DEPLOYMENT CONVERSIONS 5600 Original 3360 Paramount TV Rights-Out Accounting Deployment Conversions Domestic Cable, Intl Free/Basic Phase 2 TFS Change History to iPLS Analytics TFS In Scope High 360 SUB-TOTAL FOR RIGHTS-OUT ACCOUNTING DEPLOYMENT CONVERSIONS 360 SUB-TOTAL FOR ALL PARAMOUNT TV CONVERSIONS 5960 Scope Complexity Total HoursConversion DescriptionPhase Source System 1. Ability to support an underwriter referral process model (work-flow capability). 1. Ability to call the underwriting engine in either an On-Line or Batch mode. 1. Transaction Type. 1. Pricing Program/Tier. 1. Producer/sub producer. 1. State and or other Geography. 1. Risk attributes. 1. Product. 1. Line of Business. 1. Ability to support unique underwriting rule sets/underwriting questions by: 1. Rewrite. 1. Reinstatement with lapse. 1. Reinstatement with no lapse. 1. Cancellations. 1. Renewals. 1. Policy Changes. 1. Quote/New Business. 1. Ability to support the following transaction types: 1.General Requirements: CommentsSupport 1/2/3/4* Priority M/D/N Requirement/Feature 1. Ability to support an underwriter referral process model (work-flow capability). 1. Ability to call the underwriting engine in either an On-Line or Batch mode. 1. Transaction Type. 1. Pricing Program/Tier. 1. Producer/sub producer. 1. State and or other Geography. 1. Risk attributes. 1. Product. 1. Line of Business. 1. Ability to support unique underwriting rule sets/underwriting questions by: 1. Rewrite. 1. Reinstatement with lapse. 1. Reinstatement with no lapse. 1. Cancellations. 1. Renewals. 1. Policy Changes. 1. Quote/New Business. 1. Ability to support the following transaction types: 1.General Requirements: CommentsSupport 1/2/3/4* Priority M/D/N Requirement/Feature Version: 1.0Underwriting Functional RequirementsTitle: Page: 1 of 3DATE: 11/29/06Organization: Functional Area: Automated Underwriting Version: 1.0Underwriting Functional RequirementsTitle: Page: 1 of 3DATE: 11/29/06Organization: Functional Area: Automated Underwriting illustrative RICE AnalysisRequirements Definition

21. Business Analysts SCENARIO / USE CASE – THE BUSINESS ANALYST’S 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 Workstream 1 Workstream 1Workstream 1 2005 Year X Year X+1 Enterprise IP Blueprint Workstream 1 & 2 Deployment Workstream 1 & 2 Deployment Workstream 2 Workstream 2 Detailed Design Development Deployment Project Ramp-Up Ramp- Up Ramp- Up Implementation Cost Model CBS-Paramount TV Cost Summary Capitalizable External Costs Estimated Hardware Costs $770,759.20 Estimated Software Licensing Costs $7,071,250.00 Estimated Training Costs $386,250.00 Estimated Staffing Costs Sophoi $6,198,931.20 System Integrator $7,190,656.00 Technical Developers $1,989,600.00 Estimated Total Staff Costs $15,379,187.20 Estimated Travel Costs (@ 15% of SI and Technical Developer staff costs)$1,377,038.40 Estimated Sum Total One-time Costs: $24,984,484.80 Project Timeline illustrative illustrative

22. Business Analysts 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 CONCLUSION

23. Business Analysts Caryn Quinn Director Technology, Technodyne cquinn@technodyne.net 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 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 Governance/Change Mgmt Analyst Testing Coordinator Training Coordinator Governance Team Governance/Change Mgmt Analyst Testing Coordinator Training Coordinator Governance Team Client Project Management System Integrator Project Management Project Management Client Project Management System Integrator Project Management Project Management Client Executive Sponsor System Integrator Executive Management Steering Committee Client Executive Sponsor System Integrator Executive Management Steering Committee Subject Matter Experts Advisory Board Subject Matter Experts Advisory Board Workstream 2 Business Analyst Technical Analyst Developer Data Base Architect Interface / Conversion Lead Workstream 2 Business Analyst Technical Analyst Developer Data Base Architect Interface / Conversion Lead Workstream 1 Business Analyst Technical Analyst Developer Data Base Architect Interface / Conversion Lead Workstream 1 Business Analyst Technical Analyst Developer Data Base Architect Interface / Conversion Lead 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 http://www.ModernAnalyst.com

33. 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 http://www.cs.state.ny.us/announarchive/announcements/25-156.cfm

34. Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com Assigning the Business Analyst

35. What Skills Does a BA Need? Cartoon used by permission from Modern Analyst Media LLC. For more, visit http://www.ModernAnalyst.com

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

37. The depth of business and technical knowledge varies and finding the right balance is important

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

39. 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

40. 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

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

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

43. 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

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

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

46. The Project Manager / Business Analyst Partnership December 15, 2009

47. 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

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

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

50. A Little Later On… Build ImplementPlan Test Organizations invested in Project Management practices “Typical” Project Life Cycle

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

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

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

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

55. The Picture is Complete Build ImplementPlan TestDescribe Define Project ManagementBusiness Analysis

56. 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

57. Business Analysis Practices – Critical Thinking – Investigative Skills – Stakeholder Perspective – Modeling – Communications skills – Facilitation and Negotiation – Influence without authority 64

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

59. Key Accountabilities 66 PLANPLAN MANAGEMANAGE CONTROLCONTROL Project Manager Business Analyst DELIVERDELIVER •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

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

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

62. An Analogy Project Manager Business Analyst 69

63. Working together for Success – Leverage each other’s strengths – Recognize the ‘healthy tension’ – Clearly communicate the partnership • To the team • To the stakeholders

64. For More Information About IIBA – Kathleen Barret Kathleen.barret@theiiba.org www.theiiba.org Chapter.Secretary@albanyny.theiiba.org About Keane – David Nagy David.nagy@Keane.com www.keane.com

65. Concluding Thoughts

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