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Crawl, Walk, Run: Starting a Business Analysis Community of Practice
Transcript of Crawl, Walk, Run: Starting a Business Analysis Community of Practice
Click to edit Master title styleClick to edit Master subtitle styleCrawl, Walk, Run:
Starting a Business Analysis Community of Practice
Tim Kramer | Sr. Business Analyst | TE Connectivity
October 6, 2016
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
About Me
2
Tim Kramer has over 18 years of experience in the IT field and has held roles as a
Developer through Project Manager in Government, Software Consulting, Manufacturing,
Healthcare, Aerospace Defense & Marine, and Engineering industries. A goal-focused
problem solver with business analysis and project management expertise with a strong
background in implementing enhanced process improvement projects and providing
technology solutions in large and small organizations.
With a focus on aligning goals and objectives to the organization's vision and mission,
Tim is currently responsible for building a Business Analysis Community of Practice,
designing and implementing a Design Thinking program, integrating UX into the BA role,
and mentoring and coaching the BA team with a focus on the 6 knowledge areas outlines
by the BABOK. Tim is passionate about the discipline of business analysis using Lean tools to provide value to the
organization.
Interesting Fact: In 1992, I was in the political satire movie, “Bob Roberts”
Contact Info: [email protected] | (m) 717-572-8362
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Agenda
TE Connectivity
Well Known Issues
Brief History of Business Analysis at TE
Business Analysis Community of Practice – Why?
Steps Towards Establishing Greatness
Business Analysis Maturity Model and Measurement
Q&A
3
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.4
Innovation Leadership
13,500PATENTSgranted or pending
$625Minvested in R&D and
Engineering FY15
7,000+ENGINEERSglobally
TOP1002015 THOMSON REUTERS
GLOBAL INNOVATORS
2015 BESTINNOVATIONPRACTICESFROM AMULTINATIONALCOMPANYRecognition from theShanghai Government
5 YEARS IN A ROW
ENGINEERING CLOSE TO OUR CUSTOMERS
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.5
FY15 SALES
$6.3B
TRANSPORTATIONAutomotive, Commercial
Transportation, Sensors
$2.7B$3.2B
INDUSTRIALAerospace, Defense, Energy,
Industrial Equipment, Oil & Gas
COMMUNICATIONSAppliances, Data & Devices, SubCom
In US$ Billions
TE Sales by Segment
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$170BILLION
*6% estimated annual market growth rate over the next 5 years
TE is the World Leader in Connectivity & Sensor Solutions
CONNECTIVITY ANDSENSOR MARKET 6%*GROWING
ANNUALLY
Our Connected World
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Design Centers
Manufacturing Sites
Engineers
$12.2BFY15 SALES WORLDWIDE
9
41
2,250
5
30
2,020
3
10
760
3
14
2,170
$4.1B
AMERICAS
$3.9B
EMEA
$1.8B
ASIA*
(EXCLUDING CHINA)
$2.4B
CHINA
Unmatched ResourcesClose to Our Customers
*Including India
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.8
COMMUNITY
WORLD’S MOST ETHICAL
COMPANIESby Ethisphere® Institute Second Consecutive Year
COMMUNITY AMBASSADOR PROGRAMOver 100 TE Employees provide local leadership with our stakeholders,
including employees, government officials, and community partners.
1,400GREENHOUSE
GAS EMISSIONS*
27%
90/100 SCORE IN HUMAN RIGHTS
CAMPAIGN EQUALITY INDEX
4th TOP CONFLICT MINERALS INFLUENCE LEADER
by Assent Compliance
Listed on
DOW JONES
SUSTAINIBILITY INDEXFifth Consecutive Year
*FY 2010-2015, represents absolute reductions, and does not include sites related to our divested Broadband Network Solutions
business or sites related to our recent acquisition of Measurement Specialties.
CHARITABLE ORGANIZATIONSsupported in FY15 by TE and the TE Connectivity Foundation
WATER
USAGE*
34%Reduction Reduction
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Well Known Issues
9
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Leading Culprits
10
Scope CreepPoor Communication
Lack of Stakeholder Involvement
Inadequate Executive Management Support
Poor Requirements Management
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Poorly Performed Requirements Management Leads to Project Failure
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Low Requirements Management Maturity
74%
Business Objectives Achieved
54%
Project Duration Increase
35%
2013 Project Failure
32%
2014 Project Failure
37%
Source, www.iag.biz, “The Business Analysis Benchmark” by Keith Ellis,
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Companies with Poor Business Analysis Capability Will Have 3X as Many Project Failures as Successes.
68%
60%
41%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Project Failure Increase in Spending IT Development Budget
12
Source, www.iag.biz, “The Business Analysis Benchmark” by Keith Ellis,
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Brief History of Business Analysis at TE
13
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
“What would you say…ya do here?”
14
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Brief History
In 2012 TEIS wanted to have a BA Training Program
established
A “trial” program was put into place, but there was
a cost involved so no sponsorship was secured
PMO found a certification
program through Skillsoft
Learning at zero cost
A program was put into
place with the recommended
courses
Primary BAs needed to
complete the training as part of the
TEOA Star-level 3
15
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Observations About the BA Role
16
*42% of CIOs rated IT Business Analysis as a TOP technical skills gap in their organization
*Deloitte 2013 CIO Survey
Understanding of
the need for more
qualified Business
Analysts on
projects
Training is too
much theory but
very little
application
Necessary
time to
accomplish
business
analysis tasks
not given on
projects
Lack of focus and
sponsorship on
Business Analysis as
a competency
contributed to
lengthy and costly
implementationsRecognized a need
to establish a
Business Analysis
Community of
Practice to help
improve speed and
quality of solution
delivery
No time to do it
right, but plenty
of time to do it
over (and over)Leverage
industry best
practices from
IIBA
Increase BA
organizational
maturity level
Build BA
Competency List
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ChallengesBusiness Analysts are More Than Just…
17
Partner with the Business to Achieve Strategic Goals
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2.92.8
2.92.8
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Does DES have a common understanding ofthe role and responsibility of a Business
Analyst?
Does DES commit to the development ofthe Business Analyst role?
Does DES provide career developmentopportunities for a Business Analyst to
progress?
How would you rate the Advanced BusinessAnalysis Training through Skillsoft?
1 2 3 4
People Development
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75%
94%
81%
50%
94%
75%
6%
25%
6%
19%
50%
6%
25%
94%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Does DES offer astrong BA
community ofpractice or BA
culture?
Does DES offercentralized
resources forBusiness Analysts?
Does DES haverotational programs
in place to learndifferent business
areas and technicaldomains?
Does DES havecentralized trainingopportunities forbusiness analysis?
Do the BusinessAnalysts actively
share informationthrough
collaboration toolsand social media?
Do the BusinessAnalysts share
information and bestpractices throughfrequently held
meetings?
Do you think theBusiness Analyst
community wouldperform better ifthere were more
collaborativeopportunities?
5 6 7 8 9 10 11
NO YES
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Business Analysis Community of Practice – Why?
20
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What is a Community of Practice?
21
“Communities of Practice”
is a phrase that refers to the
ways in which people
naturally work together. It
acknowledges and
celebrates the power of
informal communities of
peers, their creativity and
resourcefulness in solving
work problems, and
inventing better and easier
ways to meet their
commitments.http://www.pmi.org/learning/communities-practice-advancing-ways-people-together-7840
What’s the Difference?
Teams
Common Goals
Formal
Assigned Roles
More Static
Till Job is Done
Hierarchical
Goal Orientated
Cooperation
Defined by Tasks
Community of Practice
Common Interests
Informal
Voluntary
Dynamic
Long Lasting
Self-organizing
Process Oriented
Knowledge Sharing
Defined by Knowledge
Common
Activities
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Starting Points – Purpose & Mission
BA Community of Practice Purpose:
To Provide a Forum for continuous improvement of TE’s business
analysis skillset through collaboration, mentoring, and education.
Mission:
Cultivate a cohesive BA Community that aligns with the Project
Management Council and the overall goals of TEIS. Grow the
community of professionals who are collaboratively dedicated to
the continuous advancement of the BA skillset.
22
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TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Steps Towards Establishing Greatness
24
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EBA
Sr. Level BA
Holistic, Enterprise
View
Partner with
Business Sponsors
Consult on Complex
Enterprise Projects
Manage the BA
Maturity Model
Leader for BA
Learning Series
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Pre-
ProjectInitiating Planning Executing
Monitoring
and
Controlling
/Closing
G0 G1 G2 G3 CompleteG4
Business Analyst Engagement – BAM & EBAEnterprise Planning Execution & Control Closing
• Identify current & future BA
resource demand
• Partner with business
stakeholders
• Assign and Allocate
resources in TE Project
• Ensure alignment with
current enterprise priorities
BAM
• Provide guidance to BA Team on work process & requirements management to enable re-use of BA artifacts
• Partner with Program and Project Management on delivery approach
• Manage BA Peer Review execution & ensure the quality of BA artifacts by reviewing BA deliverables
• Approve BA deliverables submitted for Stage Gating
• Recruit, Retain, Develop & Deploy BA resources appropriately and Plan Future BA Resource requirements
• Ensure accurate representation of BA resources & their allocations in TE Project
BAM
• Provide support to
Business Capability and
Strategy Planning
• Assist Business and IT to
define capabilities,
features, and scope for
program initiation
• Partner with BAM, AM, EA
on assessment of new
projects
• Provide guidance to BAs
on delivery approach for
approved projects
EBA
• Consult as needed across all projects & initiatives, focusing on major enterprise projects
• Partner with Enterprise Architecture & Business Process Management to ensure solution delivery stays aligned with enterprise strategies
• Act as advisor to all business analyst roles
• Drive quality throughout BA Community of Practice
• Develop & align on BA best practices & assess our BA Practice Maturity
• Continuously improve on BA process, tools & templates
EBA
LEGEND
BAM (Business Analyst Manager)
EBA (Enterprise Business Analyst)
BRM (Business Relationship Manager)
BA (Business Analyst)
EA (Enterprise Architect)
AM (Application Manager)
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Pre-
ProjectInitiating Planning Executing
Monitoring
and
Controlling
/Closing
G0 G1 G2 G3 CompleteG4
Business Analyst Engagement – BAEnterprise Planning Execution & Control Closing
• Contribute to Program
Charter
• Create Program Features
Document (PFD)
• Participate in development
and evaluation for
Request For Information
(RFI) & Request for
Proposals (RFPs)
• Develop BA Approach &
timeline for BA
Deliverables for Estimates
• Validate Business Case
and Intake Documents
BA
• Validate Business Case &
Project Intake information
• Assess Current & Future State
Business Process Definitions
• Finalize BA Approach for
project deliverables
• Consulted by PM on:
o Project Timeline Definition
o Issues/Risks/Dependencies
& Assumptions Definition
o Capability & Feature
Alignment to overall
Program Goals &
Objectives
• Create BA Artifacts (ie: RMP,
RTM, etc.)
• Assist in Project Business
Prioritization
• Elicit Requirements and capture/document VoC
• Develop Business Requirements, Business Solution Design,
Requirements Traceability Matrix (RTM)
• Create BA Artifacts (ie: BRD, BSD, Use Case)
• Ensure solution alignment to overall Program Goals
• Consulted by IT PM on:
o Major Scope changes
o Project Timeline updates
o Issues/Risks/Dependencies & Assumptions updates
• Review Technical Design Documents (TDD)
• Consulted by IT PM on:
o Major Scope changes
o Project Timeline updates
o Issues/Risks/Assumptions & Dependencies updates
• Collaborate with Project Team to maintain RTM
• Assist the Business in creation & validation of UAT Test Cases
• Provide support during UAT to identify defects & Change
Requests.
• Analyze defects & develop Change Requests as needed
• Ensure solution Alignment to overall Program
Goals
• Contribute feedback to IT PM on Lessons
Learned based on Post-Mortem activities
• Support transition to Solutions Delivery
• Transition ownership to the end user community
BA BA BA
LEGEND
BA (Business Analyst)
RMP (Requirements Management Plan)
RTM (Requirements Traceability Matrix)
VoC (Voice of the Customer)
BRD (Business Requirements Document)
BSD (Business Solutions Document)
UAT (User Acceptance Testing)
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Improve the Quality of BA Work through Education & Training
• Empathize
• Define
• Ideate
• Prototype
• Test
Design Thinking
• UX Master Certification
• UX Design
• Crafting Personas and Scenarios
User Experience • CBAP/CCBA
• PMI-PBA
• Business Process Management
• Business Relationship
Business Analysis
• Scrum
• CSM
• User Stories
• Story Boards
Agile
28
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Improve the Quality of BA Work - Consistency
29
Process Templates
SupportGuidelines
Provide consistent BA guidelines, processes and tools and assign BAs to functional areas to improve domain expertise
Peer Reviews
Project
Engagement
Business
Case
BRD
RTM
RMPBusiness
Process
Improvement
Assumptions
Dependencies
Capabilities
Features
Skills
Matrix
Local
Region
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People
• Putting the necessary people in the right place
• Educate and develop the necessary skills for success
Process
• Standardize and formalize the process
• Implement at both the program and project level
Technology
• Utilize industry standards to ensure necessary technology is in place
• Understand the purpose behind technological solutions
Culture
• Instill a sense of urgency with executive management and sponsors
• Emphasize the business value on requirements management as a critical component
30
Establishing a Business Analysis Community of Practice is one approach
we are taking to address the challenge of improving speed and quality of
delivery of our solutions
Start laying the foundation for the BA Community of Practice and
leverage success stories along the way
Sponsor a
Business
AnalysisCommunity of
Practice
Internalize
the Business
Analyst Role
Establish the
Enterprise
Business
Analyst
Develop the
Business
Analysis
Engagement
Model
Improve
Quality of
Business
Analyst Work
Extend
External
Network
Down the road we see an
Engaged BA Community that
can deliver quality solutions
faster
BA Community of
Practice
delivering
maximum value
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Business Analysis Community of Practice Timeline
People
Tools
Process
FY2016
Q1 Q2 Q3 Q4
FY2017
Q1 Q2 Q3 Q4
FY2018
Q1 Q2 Q3 Q4
Internalize BA Role
Establish EBA Role
Design Thinking &
UX Integration
Support BA Community and Engagement Activities
Develop BA
Engagement Model
Establish BA
Learning Plan
Measure
BA
Maturity
Measure
BA
Maturity
Measure
BA
Maturity
Design BA Toolkit
BA Certification
Program
Establish BA Peer
Review
Enterprise Analysis
Sponsor BA
Community
Requirements
Management Tool
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Business Analysis Process Flow
33
Enterprise Analysis
Communication
Collaboration
Requirements Definition Requirements Management
Elicitation
AnalysisSpecification
ValidationStatus
Tracking
TracingChange Control
Impact Analysis
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Leading Culprits
34
Scope CreepPoor Communication
Lack of Stakeholder Involvement
Inadequate Executive Management Support
Poor Requirements Management
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Implement Requirements Management to avoid Scope Creep
Increased Communication and Collaboration
Increase in Executive Management Support
Increase in Stakeholder Involvement
35
Value on
Business
Analysis
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Extend the External Network
36
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Business Analysis Maturity Model & Measurement
37
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Create the Maturity Model
Define Stages of a BA
Use the Six Knowledge
Areas
Elicit Feedback From
Stakeholders
38
http://www.kathleenhass.com/pdfs/KHass%20Assessment%20Practice%202015.pdf
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Manage Maturity
39
About… the levels of capability and
efficiency across its people,
processes, and tools
Enabled by… organizational and leadership recognition
of business analysis
Achieved by… continuously monitoring
capabilities
identifying areas for
improvement
implementing improvements
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.40
Planning Monitoring Analyzing Communicating Controlling
Continuous Process Throughout a Project
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Crawl, Walk, Run…
41
Basic Foundation Strong Community Recognized Value Maximum Value
Plan, Plan, Plan
Gain Executive Support
Choose Right over Fast
Develop Main Pillars
Focus on People
Develop a Maturity Model
Communicate to the
Organization
Be Realistic
Deliver Small Wins
Leverage
Communicate &
Collaborate
Learning Program
Established
Internal Certification
Measure Maturity
Alignment with Project
Management
Execute
Governance
Improved Maturity
More Sr. Level Business
Analysts
EBA Role Established
Partnership with CIO
Group
Future State
+2 yr
Engaged BA Community
providing fast & efficient
solutions
Strategic Analysis
Extending the BA Network
…but don’t forget to fly!
Thank you for Your Time & Attention
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End of PresentationAdditional Slides for Reference Only
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