Business Analysis e BABOK Guide

Transcript

1 Business Analysis e BABOK Guide Autore: Prassede Colombo IIBA Italy Chapter President Milano, 10 Dicembre 2010

2 Indice IIBA & IIBA Italy Chapter Vision e Mission CBAP Certification Business Analysis Business Analyst BABOK Guide Le Aree di Conoscenza Alcune riflessioni: Business Analyst e Project Manager Confronto Alcuni casi aziendali 10/12/2010 2

3 The IIBA The IIBA is the independent non-profit professional association serving the growing field of Business Analysis. Whatever your role requirements management, systems analysis, business analysis, or consulting - IIBA can help you do your job better.

4 The IIBA Vision, Mission and Strategic Goals IIBA Vision IIBA Mission The world's leading association for Business Analysis professionals Develop and maintain standards for the practice of business analysis and for the certification of its practitioners Create and develop awareness & recognition of the value & contribution of the role of the Business Analysis Professional Define the Business Analysis Body of Knowledge (BABOK) Publicly recognize qualified practitioners through an internationally acknowledged certification program Provide a forum for knowledge sharing

5 The IIBA Professional Development The mission of IIBA is to develop and promote the business analysis profession IIBA offers a variety of opportunities for further education, networking and the exchange of ideas: Business Analysis Body of Knowledge (BABOK ) Courses through Endorsed Education Providers Communities Professional Development Webinars Business Analysis Competency Model IIBA Bookstore Carrer Centre

6 CBAP Certification IIBA decided that Business Analysis Professionals needed a certification program to ensure their skills would be recognized, valued, and understood Qualified practitioners will receive the designation - Certified Business Analysis Professional TM (CBAP ) This certification is designed for individuals with an advanced level of knowledge and experience: senior BA, recognized as an expert in identifying the business needs of an organization in order to determine business solutions For business analysts with less experience and for students with education but limited professional experience there is Certification of Competency in Business Analysis TM (CCBA TM ) 3750 hours of work experience, 900 hours experiences in 2 of 6 Knowledge, 21 hours Professional Development, High school education, 2 references

7 CBAP Certification Requirements Work Experience Knowledge Areas Education Professional Development References Five (5) years (7,500 hours) business analysis work experience in the last ten (10) years, specifically related to the knowledge areas defined in the BABOK Demonstrated (minimum 900 hrs) experience and expertise in at least four of the six BABOK Knowledge Areas High school or equivalent education 21 hours of professional development on business analysis or the underlying fundamentals in the past four years Two references (manager, client, or CBAP ) plus successfully passing the CBAP exam

8 IIBA Italy Chapter Vision, Mission and Strategic Goals IIBA Italy Chapter Vision IIBA Italy Chapter Mission Essere l associazione professionale italiana di riferimento per la Business Analysis, con rappresentanti locali in tutta Italia. Promuovere e sviluppare la professionalità nella business analysis, adattando alle professioni e al contesto italiano, gli standard e le best practice dell IIBA Creare e sviluppare la consapevolezza e il riconoscimento del valore del ruolo dei Business Analysis Professional nei diversi settori delle aziende italiane. Promuovere e supportare lo sviluppo di best practice in Italia. Creare e sviluppare una Comunità di Business Analysis Professionals per promuovere opportunità di networking. Supportare i Business Analysis Practitioner italiani nel Processo della Certificazione CBAP

9 IIBA Italy Chapter Our Progress Successes Costituzione del Chapter nel 2008, partendo da un gruppo di amici che hanno compreso l importanza della Professione di Business Analyst Organizzazione ed erogazione di supporto per la preparazione alla Certificazione CBAP (Gruppo di studio) Traduzione in italiano del materiale per il Gruppo di studio e riconoscimento da parte di IIBA (VP Education & Training di IIBA Italy Chapter è moderatore nel CBAP Study Group dell IIBA ) Condivisione e diffusione della Business Analysis Profession, partecipando ad importanti eventi Challenges Crescita dei membri dell Italy Chapter Eventi dell IIBA Italy Chapter con aziende e relatori esperti Sviluppare le opportunità di Networking per i Business analyst con eventi sociali

10 Business Analysis Definition & Value Business Analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and recommend solutions that enable the organization to achieve its goals. The Value of Business Analysis It is about understanding how an organization works and how it accomplishes those objectives. It is about meeting business needs. It is about ensuring investment in the right solutions.

11 Business Analysis Definition & Value 11 Solution Scope The set of capabilities required to meet a business need Project Scope The work required to implement the solution scope Business analysis is required to define solution scope.

12 Business Analyst Definition The Business analyst understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals A Business Analyst works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies and information systems.

13 BABOK Business Analysis Body Of Knowledge The Business Analysis Body of Knowledge (BABOK Guide) is the collection of knowledge within the profession of Business Analysis and reflects current generally accepted practices The BABOK Guide is a reference for professional knowledge for Business Analysis and provides the basis for the Certified Business Analysis Professional (CBAP ) Certification Scopo primario del BABOK Guide è quello di definire la professione della Business Analysis Fornisce linee guida e pratiche riconosciute a livello mondiale per la disciplina della Business Analysis Descrive le Knowledge Area (aree di conoscenze) della business analysis, le attività e i compiti (task) relativi, le competenze di base che deve avere il business analyst

14 BABOK Guide La struttura: Knowledge Area The set of tasks, knowledge, & techniques required to identify business needs & determine solutions to business problems. Identifies currently accepted practices Defined & enhanced by the professionals who apply it Applies to both projects and enterprise Captures the sum of the knowledge required for the practice of business analysis as a profession 6 Knowledge areas define what a practitioner of business needs to understand and the tasks a practitioner must be able to perform

15 BABOK Guide La struttura Tasks Each knowledge area describes the tasks performed by business analyst to accomplish the purpose of that knowledge area. Each task is presented in the following format: Purpose short description of the reason for a BA to perform the task and the value created through performing the task Description explains in greater detail why the task is performed, what the task is and the results the task should accomplish Input information and preconditions necessary for a task to begin Elements the format is specific of the task and describes key concepts that are needed to understand how to perform the task Techniques contains a list of relevant techniques for the task Stakeholders includes a list of generic stakeholders who are likely to participate in the execution of the task or who will be affected by it Output is a necessary result of the work described in the task

16 BABOK - Knowledge Area Business Analysis Planning and Monitoring This KA covers how BAs determine which activities are necessary in order to complete a business analysis effort Identifies tasks & stakeholders What do I need to do?

17 BABOK - Knowledge Area Elicitation This KA describes how BAs work with stakeholders to identify and understand their needs and concerns, and understand the environment in which they work. The purpose is to ensure that a stakeholder s actual underlying needs are understood. Elicit req s from stakeholder groups What do Stakeholders need?

18 BABOK Guide Knowledge Area Enterprise Analysis This KA describes how BAs identify a business need, refine and clarify the definition of that need, and define a solution scope that can feasibly be implemented by the business. Describes problem definition and analysis, business case development, feasibility studies, and the definition of solution scope. Understand the Big Picture Why are we doing this?

19 BABOK - Knowledge Area Requirements Analysis This KA describes how BAs prioritize and progressively elaborate stakeholder and solution requirements in order to enable the project team to implement a solution that will meet the needs of the sponsoring organization and stakeholders. It transforms the business need into clearly described capabilities. Analyze the data What must the solution do?

20 BABOK - Knowledge Area Solution Assessment and Validation Describes how BAs assess proposed solutions to determine which solution best fits the business need, identify gaps and shortcomings in solutions, and determine necessary workarounds or changes to solution. It describes how BAs assess deployed solutions to see how well they met the original need, to evaluate the performance and effectiveness of the solution. Ensure the best solution is Does it do what it was supposed chosen to?

21 BABOK - Knowledge Area Requirements Mgmt and Communication Describes how BAs manage conflicts, issues and changes in order to ensure that stakeholders and the project team remain in agreement on the solution scope, how requirements are communicated to stakeholders, and how knowledge gained by the BAs is maintained for future use. Communicate the outcome; Does everyone understand & Identify & manage change agree?

22 Techniques Techniques consolidated in the chapter 9: 34 techniques described in 2.0 Includes all commonly used elicitation and analysis techniques All techniques listed are performed by a majority of BAs today and cover most situations a BA is likely to encounter Techniques are classified in the following 16 categories: Acceptance and Evaluation Criteria Definition Brainstorming Business Rules Analysis Data Dictionary and Glossary Data Flow Diagrams Data Modeling Decision Analysis Document Analysis Interviews Metrics and Key Performance Indicators Non functional Requirements Analysis Organization Modeling Problem Tracking Process Modeling Requirements Workshops Scenarios and Use Cases Purpose - what the techniques is used for and the circumstances under which it is most likely to be applied Description - what the technique is and how it is used Elements - the format and structure Usage Consideration - conditions under which the technique may be more or less effective

23 BABOK Underlying Competencies

24 Perchè avere PM e BA nel progetto? Avere un Project Manager (PM) e un Business Analyst (BA) è critico per il successo di un progetto Ciascun ruolo fornisce competenze specifiche che possono fare la differenza tra un progetto di successo e non PM e BA hanno ruoli distinti su un progetto Hanno entrambi il comune goal to meet project requirements stakeholder requirements ma hanno un focus su differenti aspetti per raggiungerlo E molto difficile ricoprire entrambi i ruoli in modo efficace sullo stesso progetto Spesso i ruoli si intersecano ma anche divergono

25 Ruolo del Project Manager nel progetto Il Project Manager è la persona incaricata dalla Performing Organization del raggiungimento degli obiettivi di progetto È responsabile della gestione del progetto per raggiungere gli obiettivi È responsabile della definizione e rispetto dei tempi, budget e ambito complessivo dell intero progetto È responsabile dell integrazione dei processi di project management all interno delle procedure definite dall organizzazione È responsabile della pianificazione integrata (Project Management Plan) e del controllo integrato dei cambiamenti (Integrated Change Control) È responsabile della gestione degli stakeholder, della definizione di aspettative e necessità, bilanciando e negoziando i diversi interessi (finanziari, economici, temporali, obiettivi) del progetto

26 Ruolo del Business Analyst nel progetto È responsabile di colmare il gap tra il Business e il Solution Team È responsabile di identificare comprendere e documentare i fabbisogni di business E responsabile di esplicitare e gestire i requisiti È responsabile di valutare l impatto di una soluzione sull organizzazione Contribuisce ad introdurre il cambiamento nell organizzazione E il custode dei requisiti del prodotto e della soluzione E responsabile del completamento dei requisiti e di Business Analysis

27 Confronto tra Skill Differenze - Focus Project Manager Capacità di vedere big picture del progetto (Integrator) Capacità di gestire gli Stakeholder Dirige il project team Aiuta le persone (project team) ad ottenere il completamento dei deliverable Assicura che il prodotto sia consegnato in tempo, in budget e in scope Business Analyst Orientato al dettaglio (Detailed-Oriented) Comprende i bisogni degli Stakeholder (needs) Ascolta le persone (Esperti) (Listens to people (SMEs)) Aiuta gli esperti (SMEs) a descrivere come e perchè realizzano le attività Assicura che il prodotto sia correttamente costruito in accordo ai requisiti PM BA

28 Confronto tra Skill Differenze - Focus Project Manager Rimuove barriere per la soluzione di issue Gestisce project change control Gestisce la WBS Skill gestionali Business Analyst Identifica business issue Gestisce change request di requirement Effettua le attività relative ai requisiti nella WBS Skill di analisi PM BA

29 Come PM e BA lavorano insieme? Fondamentalmente, il PM gestisce risorse, costi, tempi, rischi, comunicazione, ambito in modo integrato, il BA gestisce gli stakeholder di business per i requirement. Il PM deve garantire l integrazione di tutti gli elementi che si devono bilanciare per garantire la rotta del progetto, la gestione dei cambiamenti, l allineamento degli stakeholder Il BA riporta al PM su un progetto Questi due ruoli hanno significative sovrapposizioni di responsabilità in alcune aree Buoni PM e BA lavorano insieme per coprire le debolezze

30 Come PM e BA lavorano insieme? Aree di sovrapposizione Project scope definition Project statement of purpose Project objectives Project business risks Client relationship Communication with SMEs and technical team Review of requirements, designs and plans All inizio del progetto PM e BA dovrebbero decidere le componenti del requirement package che sono appropriate per lo specifico progetto

31 Come PM e BA lavorano insieme? Aree di chiara distinzione di responsabilità Business Analyst Raccogliere, documentare e revisionare business requirement con SME Tradurre i business requirement in specifiche funzionali per essere sviluppate dal technical team Verificare la soluzione, formare SME sulla soluzione, su nuovo sistema e documentare le nuove procedure Project Manager Pianificare e organizzare i progetti determinando scope, deliverable, milestone, schedule, risorse Gestire scope, rischi, issue, comunicazione, risorse, qualità, forniture, costi di progetto Interagire, collaborare, e negoziare con tutti i project stakeholder e business partner/clienti

32 Esempi di Cooperazione ( Dynamic Duos ) Strong PM, Weak BA Result = Requirements are rushed, some may be missed, rework needed late in the process, schedule and budget suffers Weak PM, Strong BA Result = Too much time developing requirements, project falls behind schedule, scope creep often occurs Weak PM, Weak BA Result = Project failure! Strong PM, Strong BA Result = Success, great balance between thorough requirements-gathering and moving forward

33 Cosa succede quando una persona fa entrambe le attività? Perché questo succede Comune in piccoli progetti Comune quando l organizzazione è sotto dimensionata Comune dove non è compreso il ruolo del BA o del PM Comune dove ci si aspetti che la business analysis sia appena un altra attività che il PM deve effettuare Impatto Difficoltà nel gestire i due ruoli contemporaneamente Differenti skill e comportamenti necessari per eseguire le attività di PM e di BA Requirement possono essere persi Schedule può essere compromesso Ulteriormente complicato quando ricoperto con altre irrilevanti responsabilità di progetto Effetto domino negativo sul budget del progetto e sulla qualità del prodotto

34 Cosa stanno facendo le aziende? Le aziende stanno comprendendo l importanza di Competenze di Business Analysis per risolvere problemi o sfruttare opportunità ed identificare le soluzioni e delle competenze di project management per effettuare progetti ed ottenere i risultati desiderati. Business Analysis (Esempi di Applicazioni) Funzioni di Governance Valutazione bisogni del business, analisi cause profonde, valutazione e selezione soluzioni, Business Case (Settore Bancario) per avviare progetti Business Analyst in ICT per comprendere i bisogni e tradurli per Solution Team esterni all azienda (Settore Energia) Business Analysis Product Manager interagisce con Project Manager R&D (Settore Telecomunicazioni) Business Analysis Valutazione Business need e Business Case (Settore farmaceutico) Project Business Manager Project Manager/ Business needs del cliente/fornire Business Solution (Settore ICT & Telecomunicazioni) Business Analyst Presidio dei Processi Aziendali (Settore Bancario) PM Exploration (Business/Customer Needs/Feasibility/Business Case) PM Implementation Realizzare nuovi prodotti (Settore manifatturiero) Business Analyst Project Maanger Ruoli e figure distinte in Società di Consulenza (Health, Finance, Telecom ) BA Center of Competence in PMO PMO Staff con Business Analyst

35 Contact Information Prassede Colombo, PMP IIBA Italy Chapter President