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Business Analysis Presented by QA Department

Project Life Cycle 1. Planning 2. Scope the project 3. Gather requirements and analyze 4. Design a solution 5. Build the solution 6. Test the solution 7. Implement the solution Initiation Project Life Cycle

W HAT IS A B USINESS A NALYST ? Subject Matter Experts Technical Team Business Analyst

E MERGING R OLE OF THE B USINESS A NALYST Introduction: What is a Business Analyst? How has the Role of the BA changed? Why has the Role of the BA changed? What are the Essential Skills of a Business Analyst? Why is the Business Analyst a Key Role? Conclusion

W HAT IS A B USINESS A NALYST ? A Business Analyst is a person who acts as a liaison between business people who have a business problem and technology people who know how to create automated solutions. IT Business

W ork p erformed by A BA Analyzing business needs Gathering business requirements Analyzing and Refining requirements Documenting requirements Communicating requirements Assisting with implementation of requirements

Mainframe – 1970s Centralized, shared software and data PC – 1980s Individual software applications Decentralized data Client/server – 1990s Interfaces from PC to mainframes and servers Significant coordination required between components Web applications – 2000s Centralized, shared software and data Customizable access H ow S oftware D evelopment has C hanged Inter/Intranet

In 1980’s emphasis on structured methodologies and CASE tools Role primarily staffed from IT In 1990’s Quality Initiatives (CMMI, ISO 9000, Six Sigma) required focus on standards and documentation Shift of role to Business Area Expert H OW HAS THE R OLE OF THE BA C HANGED ?

In 2000’s emphasis on eCommerce and Object Oriented Development Emphasis on: Shorter timelines and lower cost Rigorous techniques New methodologies H OW HAS THE R OLE OF THE BA C HANGED ? (CONT.)

Today, the Business Analyst’s role continues to grow and requires: Excellent communication skills Thorough understanding of business Standards and Methodology Tools and Modeling Emphasis on verification and validation H OW HAS THE R OLE OF THE BA C HANGED ? (CONT.)

W HY R OLE HAS C HANGED Industry Trends IT Under Fire Quality Initiatives Outsourcing

I NDUSTRY T RENDS 66% of software projects are not expected to finish on time and on budget Completed projects had only 52% of proposed functionality 82% of projects had time overruns Average cost overrun – 43% over budget Source 2003 Standish Chronicles

I NDUSTRY T RENDS – ( CONT. ) Defect Origination: 56% Requirements Phase 27% Design 7% Coding Source 2002 Quality Assurance Institute

IT U NDER F IRE 72% of CIO’s surveyed by CIO Magazine said their Number One Priority is to improve the customer relationship. Only 10% of CIO’s surveyed said that technical proficiency is an important skill to be successful. The most important personal skills: Communication – 70% Understanding the Business – 58%

Q UALITY I NITIATIVES CMMI ISO 9000 Six Sigma

CMMI Developed by Software Engineering Institute of Carnegie Mellon University A scale for assessing the degree of built-in documentation and discipline in a process, from level 1, with no formal process, to Level 5, with a continuous, rigorous and self-improving process www.sei.cmu.edu/cmmi Q UALITY I NITIATIVES – ( CONT. )

ISO 9000 Developed by International Organization for Standardization A series of performance and quality management system standards for industrial organizations www.iso.ch Q UALITY I NITIATIVES – ( CONT. )

Six Sigma Developed by Motorola Engineers Literally refers to the reduction of errors to six standard deviations from the mean www.motorola.com/motorolauniversity Q UALITY I NITIATIVES – ( CONT. )

Obtaining goods or services by contract from an outside source Ideally this source can provide the service or good for far less cost and at higher quality McKinsey study estimates 58 cents cost reduction per dollar in IT sector Most SW development companies in India are at CMM Level 5 O UTSOURCING

One result: American programmers are becoming BAs. Business Week, March 2004, suggests that the role of a Business Analyst is a “relatively safe haven” for programmers IF… … they have communication skills AND a grip on business Another result: Detailing requirements is of paramount importance. Moving away from “captive” IT departments Moving toward geographically-separated business and IT units “ Over-the-wall” is commonplace O UTSOURCING – ( CONT. )

E SSENTIAL S KILLS FOR THE B USINESS A NALYST ELICIT EXCELLENT REQUIREMENTS TECHNICAL AWARENESS CUSTOMER DRIVEN SCOPE DEFINITION and CHANGE MGMT METHODOLOGY PRACTICES DOCUMENT REQUIREMENTS BUSINESS PROCESS RE-ENGINEERING VERIFICATION & VALIDATION ANALYTICAL SKILLS COMMUNICATION ELICIT EXCELLENT REQUIREMENTS TECHNICAL AWARENESS CUSTOMER DRIVEN SCOPE DEFINITION and CHANGE MGMT METHODOLOGY PRACTICES DOCUMENT REQUIREMENTS BUSINESS PROCESS RE-ENGINEERING VERIFICATION & VALIDATION ANALYTICAL SKILLS COMMUNICATION

W HY IS THE B USINESS A NALYST A K EY R OLE ? Business Analyst Project Manager Subject Matter Expert Subject Matter Expert Subject Matter Expert Technical Team Member Technical Team Member The BA is “Communications Central”: Business Information

The BA holds a Unique Role: Enterprise-wide awareness Understanding of the business problem or opportunity High level and detailed project knowledge Business Analyst toolkit W HY IS THE B USINESS A NALYST A K EY R OLE ? (CONT.)

IIBA I nternational I nstitute for B usiness A nalysis http://www.iiba.com IIBA Definition of Business Analysis: Business Analysts are responsible for identifying business needs. The Business Analyst is responsible for requirements development and requirements management. The Business Analyst is a key facilitator within an organization, acting as a bridge between the client, stakeholders and the solution team. Business analysis is distinct from financial analysis, project management, quality assurance, organizational development, testing, training and documentation development .

Now more than ever, Industry Emphasis on: Scope Definition and Change Management Requirements Gathering, Documenting and Management Process Improvement and Reusability Validation and Verification W HY IS THE B USINESS A NALYST A K EY R OLE ? (CONT.)

Must be an outstanding communicator Must understand the SDLC Must enjoy very detailed research and recording Must be skilled at organizing and managing large amounts of information in various forms Must be customer-focused Must be flexible Must come prepared with a toolkit of techniques to elicit excellent requirements W HO M AKES A G REAT B USINESS A NALYST ?

What is a Business Analyst? IIBA Definition of a Business Analyst: Business Analysts are responsible for identifying business needs. The Business Analyst is responsible for requirements development and requirements management. Specifically, the Business Analyst elicits, analyzes, validates and documents business, organizational and/or operational requirements. Solutions are not predetermined by the Business Analyst, but are driven solely by the requirements of the business. Solutions often include a systems development component, but may also consist of process improvement or organizational change. The Business Analyst is a key facilitator within an organization, acting as a bridge between the client, stakeholders and the solution team. Business Analysis is distinct from financial analysis, project management, quality assurance, organizational development, testing, training and documentation development. International Institute for Business Analysis http://www.iiba.com

Thank You All Following E-mail ID has been created with an intention of having a repository of files related with Business Analysis [email_address] Password - businessanalysis 1] Interview questions for Business Analysts 2] Body of Knowledge – Business Analysis and more …………….

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