Practice makes perfect

Aiming for excellence in business analysis

with David Morris CSM CBAP BA WorldEquinox IT Business Consulting 15 March 2009

… and why it’s important just now (in 2009)

Let’s explore what we mean by

“excellence in business analysis”

…

Our organisations need a bigger bang for their buck

ICT spending

↓30%(IDC NZ Ecosystem Study 2009)

BAs are in a key position to assist our organisations achieve more with less

… but we need to get better at delivering

What challenges do we face in delivering for our organisations?

Since 1994, every 2 years, the Standish Group has published the Chaos Report, assessing our rates of success with project delivery, and after 7 reports (in 2009), we have made some progress …

Chaos

Cancelled projects down a quarter

1994 1996 1998 2000 2002 2004 2006 2008

31%

24%

CHAOS report, Standish Group

Cancelled projects are those that never saw the light of day – ran out of budget, change of ownership, re-prioritisation, company went bust, etc.

Challenged projects down a fifth

1994 1996 1998 2000 2002 2004 2006 2008

53%

44%

CHAOS report, Standish Group

Challenged projects are those that do get implemented, but not with all features, on budget, on schedule – or typically a combination of all three

Successful projects doubled

1994 1996 1998 2000 2002 2004 2006 2008

16%

32%

CHAOS report, Standish Group

Definite improvement, but …

1994 1996 1998 2000 2002 2004 2006 2008

16%

32%

53%

44%

31%

24%

CHAOS report, Standish Group

… still unsuccessful on two-thirds

CHAOS report, Standish Group

Succeeded32%

Challenged44%

Cancelled24%

So, what are the key factors that contribute to success?

Requirements, scope, business case

32% • Strong elicitation and management of requirements• Good control of solution scope• Clear business case, kept in review throughout

of project success

Contributes to

Engagement with end-users

24% • Win their hearts and minds at the start• Involve them throughout the project• Set clear expectations, communicate, and deliver

of project success

Contributes to

Engaging with senior stakeholders

14%• Clear vision for project• Strong backing from senior management support

of project success

Contributes to

Competencies and leadership

10%• Strong leadership behaviours• Appropriate team competencies and development

of project success

Contributes to

Project management

20% • Wise and timely allocation of resources• Just enough planning• More frequent delivery to shorter timescales

of project success

Contributes to

Business analysts have influence over 80% of project success factors

Project management20%

Scope & requirements32%

Engagement with business

24%

Engagement with senior stakeholders

14%

Competencies and lead-ership10%

CHAOS report, Standish Group

That was international, but it’s no better in New Zealand

Maturity levels of BA practices

54%12 3 4 5

2009 Business Analysis Baseline, IIBA NZ

practices below level 3

Not enough BAs have or are working toward professional qualifications

66%practices have no or very few

professionally qualified BAs

Too many BAs are still working solely at the tactical project level

69%

Aiming for excellence can help

Community of practice

Community of competence

Development

Maturity

Centre of excellenceStrategic

alignment

Community of interest

SupportGlenn Brulee

Develop highly-effective business analysts

7 Habits of Highly Effective People, Stephen R Covey

Aptitude

SkillsKnowledge

• Assess your team’s knowledge, skills, and aptitude• Agree development plans and mentoring• Set paths to certification

Implement systems and structures

• Establish, monitor, and continually improve the systems and processes for our BA practices

Select appropriate methodology for the business and technical teams

Drive toward more

structureAgile

Iterative

WaterfallDrive

toward more adaptive

Organisation culture

Conformance to the plan Rapid business value

Proj

ect c

ultu

re

↘

↘

Stru

ctur

edAd

aptiv

e

Pete Tansey

Improve service levels

• Improve requirements capabilities• Agree how to manage scope, and keep to it• Mandate business cases, and actively review them

Work at the strategic level

• Engage with senior stakeholders• Guide selection of most value soonest delivered• Follow through with benefits realisation review

Start the journey toward excellence

Get buy in from the business

• Create a practice vision• Recruit a senior sponsor• Get all stakeholders on side

Assess where you are today

• Consider what measures should be in place• Assess your practice’s current maturity• Assess team’s individual competencies

Organisation readiness

Dark ages Tokenism Payback Partnership

Where is your organisation on this continuum, and how ready are they to form a partnership?

Rob Thomsett

Which heading

• Agree new heading• Take first steps with new working practices• Establish a regular training programme

Get ready to scale strategic heights

• Gear up to provide strategic enterprise analysis to operate as an internal consultancy

When working with senior business stakeholders, be willing to challenge

the emperor’s clothes

Monitor and adjust

• Collect metrics agreed beforehand• Hold regular 360° reviews with stakeholders• Be ready to pivot if things don’t work out

Are we getting better at delivering?

• To help our organisations deliver more with less, we have to up our game

• Aiming for excellence will help us achieve that

LinkedIn linkedin.com/in/DavidJCMorris

Twitter twitter.com/DavidJCMorris

Email davidjcmorris@hotmail.com

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