Yonix presents: Building Business Capability
- 1. Building Business CapabilityImproving business solutions analysis and design for smarter, more agile decisions and higher levels of performancePresented ByJody Bullen jody.bullen@yonix.comCEO
- 2. 10+ years working in Software Development
- 3. Worked on both technical and business teams
- 6. Computerworld Award for Overall Excellence 2008
- 7. BA of the Year 2009
- 8. Founder and CEO of Yonix
- 9. NZ High Tech Awards FinalistIntroduction
- 10. How to improve business solutions analysis and design for smarter, more agile decisions and higher levels of performanceLearning Outcomes
- 12. Capability
- 13. Processes
- 14. Rules
- 15. Analysis
- 16. Convergence
- 18. Globalisation
- 19. Sustainability
- 20. Cloud / Web 2.0
- 21. Recession
- 23. Competitive pressuresTo which is your company most exposed?
- 24. ObjectivesWhat are your objectives for next budget cycle?
- 25. “The ability to execute a specified course of action”en.wikipedia.org/wiki/Capability_(systems_engineering)“The sum of expertise and capacity”www.ifmp.vic.gov.au/index.php“This knowledge, skill, ability, or characteristicassociated with desirable performance” www.cchra-ccarh.ca/en/phaseIIreport/glossary.aspCapabilityCapabilities Create the Link to Business Strategy
- 26. People work together to get things done
- 27. Leaders foster shared mindset
- 29. Encourage change
- 30. Collaborate
- 31. Learn
- 32. Hold each other accountable Organisation Capabilitywww.ask.com/wiki
- 34. Activities that produce a specific service or product
- 35. Performs or implements its capabilities
- 36. Often expressed as models such as Business Process Modelling Notation (BPMN)Business processes
- 37. Business Rules
- 38. How they convergeObjectivesOrganisation ContextCapabilityObjectivesObjectivesProject Context
- 39. So what is Business AnalysisBody of Knowledge (BABOK® Guide) 2.0 (section 1.2) is, “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 organisation, and to recommend solutions that enable the organisation to achieve its goals.”
- 41. Teams / Functions
- 42. Tasks / Activities
- 44. BA Value Stack: ValueImproved organisational effectiveness and / or competiveness
- 45. BA Value Stack: PurposeTo improve organisational effectiveness and / or competiveness
- 46. BA Value Stack: Objectives Reduce Costs
- 48. Improve Information Quality
- 49. Support Business Diversification
- 50. Increase Market ShareThe BA Value Stack: Capability BA Approach
- 52. Plan, Monitor and Report
- 54. Conduct Requirements Elicitation
- 58. Re-use
- 59. Communicate RequirementsAnd many more…..
- 60. BA Value Stack: OutputsBusiness Case
- 61. Business Rules
- 63. Approved, Validated and Prioritised Requirements
- 66. Technical DesignAnd many more…..
- 67. BA Value Stack: Activities Analysis Planning & Performance
- 71. Requirements Management & Communication
- 72. Solution Assessment & ValidationBA Value Stack: EnablersFrameworks
- 73. Methodologies
- 75. Increased pressure for better, faster, cheaper
- 77. Undefined / Unrecognised BA Roles
- 81. Lack of defined processes
- 82. Inconsistent practices and tools
- 83. Disparate enterprise knowledge and artefacts
- 84. Silo approaches and deliverables
- 85. Convergence with other practices
- 86. Low levels of collaborate with BA peers
- 87. Know what to do, but not necessarily how to do it.Today’s Challenges cont..
- 88. So just how connected are BAs?
- 91. Improvement
- 92. Transition
- 93. Organisational
- 94. Connected
- 95. Leaders to shineToday’s Opportunities
- 97. We can do better…..Good requirements increase likelihood of success
- 98. Poor requirements still leading cause of project failure
- 99. Organisations with poor business requirement capability will have three times as many project failures as successes*
- 100. 60% time and budget premium from poor requirements*
- 101. 41.5% of budget consumed by unnecessary or poorly specified requirements*So why the need to change?
- 102. Effective business requirementsare achieved only by getting theright content in a consistentformat using a clear processCut to the chase*IAG
- 103. Identify the highest-level capabilities
- 104. Decomposed into lower-level capabilities
- 105. Identify requirements in capability areas
- 106. Identify the elements that are required to deliver capability? Assess capability? All there?
- 107. What enablers do we need?Improving CapabilityDo the Business Analysis on Business Analysis
- 108. The path to improved capability
- 109. The path to improved capabilityRecruitment PolicyTrainingProfessional DevelopmentPerformanceMonitoringMethodologiesGovernance & ManagementPolicies & ProcessBA Tools SetsStandards &GuidelinesTemplates
- 110. Start now, gather feedback, increment
- 111. Show leadership
- 112. Learn from others
- 113. Discuss with peers
- 114. Competency / Skills Models (IIBA and others)
- 115. Books
- 116. White papers
- 117. BA Centre of Excellence (BACoE)
- 118. Converge with other practices (EA, PM, PMO, Dev, Test)The path to improved capability
- 119. Strive for capability, not individual competencies
- 120. Bottom Up Approach
- 122. Need to look beyond the BACoE to converged, highly connected and integrated practices.
- 123. We need to be more…
- 124. Connected
- 125. Effective
- 126. Adaptable
- 127. Transparent
- 128. CapableThe path to improved capability
Editor's Notes
- #6: Globalisation:Fundamental change not seen for hundreds of years (Western Orgnisations moving east and Eastern Organisations move west)International focus (Especially in NZ)Sustainability: Green, ethical, doing the right thing. Balance of running a successful business an saving the planetCloud / Web 2.0: Disruption of cloud based technologies, Social Networking, transformational technologies like cloud computing, connect world / social mediaRecession:Incredible difficult to obtain capital for growth, demanding more value from the functionTalent:
- #7: 716 RespondentsThis year, as companies begin to consider a return to growth, two other concerns leapt up the list from much lower rankings in previous surveys: the emergence of new products or services from competitors and competitors’ development of new offerings outside their current scope, such as telecommunication companies offering cloud-computing services.
- #8: 800+ RespondentsPeopleProduct (Processes & Systems)FinancialMarketImprove costs efficiency of business processesReduce CostsImprove effectiveness of businesses processesImprove Capability
- #9: Has many interchangeable and dependent dimensionsA Heat Map is a visualization of which capabilities required attention.A Heat Index is calculated using effectiveness and efficiency scores and the gap between targeted and actual performance; high heat (red/orange) in the gap column suggests investment.individuals have competencies while organizations have capabilities. Both competencies and capabilities have technical and social elements.
- #11: Capabilities must have outcomescapability is not a processCapabilities are purely business views of the business.Strategy, Customer Needs, Legislation requirements, PolicyService Deliver Outcomes.
- #12: Current state vs future state
- #13: Governs behaviourDirects and defines the way business is to be conductedInternal or ExternalExplicit or implicitTrigger requirements
- #24: - More integration– More cross-functional– More strategic impact– Impact of diverse teams
- #25: unaware of related business processes
- #27: BA seen as a core competency Help build capability and improve effectivenessTo improveCompetenciesCapabilityConvergeConnect
- #28: Some capabilities directly contribute to the customer value proposition and have a high impact on company financials. These "Advantage Capabilities" are shown in the upper right. Value contribution is assured when performance is among the best in peer organizations at acceptable cost. Keep them inside and protect the intellectual property. Moving to the top left quadrant, Strategic Support capabilities have high contribution in direct support of Advantage capabilities. Keep them close. Value contribution is assured when performed above industry parity at competitive cost. Other capabilities shown in the bottom right are Essential. They may not be visible to the customer but contribute to company's business focus and have a big impact on the bottom line. Focus on efficiency improvement; especially in high volume work. Value contribution is assured when performed at industry parity performance below competitors' cost. Other capabilities are "Business Necessity." Value contribution is assured when performed at industry parity performance below competitors' cost. They can be candidates for alternate sourcing. www.ask.com
- #31: To deliver the required serviceThe IIBA® Business Analysis Competency Model is a tool for assessing the ability of business analysts to properly perform this role. It includes knowledge, skills and behaviours, and describes the qualities that can make a BA successful in doing this work.$25us for individual or free if you are a member Certification model provides a method for identifying what behaviours make a BA successful
- #33: Standards, templates, methods & tools: Policy and processStandards and guidelinesTemplates Tools MethodologiesQuality delivery: Service catalogueRecovery modelSLA’sMarketing and Communication (of services)Professional development: Career paths BA events BA communityTraining, mentoring & competency assessment: Internal / external training On the job mentoring Competency modelIndustry standards e.g. CBAPBusiness alignment: Structure & culture of team Role definition Governance TrainingSeminarsBooksForumsBlogs
- #34: Moving into business capability overlap heavily with Eas and PMs.