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The Past, Present, and Future of Business Analysis

Description

Business analysis is growing beyond its roots in software requirements engineering and process performance measurement to become a true profession focused on organizational change. To be successful, business analysts will find themselves focusing less on technology and detailed specifications and more on business value, strategy, and delivering results. The demand for business analysts with these skills is only going to increase in the years to come. Business analysts must learn to look beyond project scope to understand why the business needs to change, and to help the business realize the benefits of change. If companies are going to survive and thrive in an increasingly competitive and globalized world, they will need business analysts to move beyond facilitation and requirements management and embrace architecture and design. The future for the business analysis profession is very, very bright – as long as we are willing to grasp it.

Transcript

The Past, Present, and Future of
Business Analysis
Title Slide
Include a tagline for your presentation here

BBC 2013
1

Once upon a time…

How I Became A BA
2

Nobody Understood What We Did
PM?

Rules?

Testing?
Coding?

UX?

Process?

Requirements?

Training?

Data?
Coffee?
© 2012 CollegeDegrees360. Licensed under CC-BY-SA.

Projects Paid A High Price
Flawed business analysis work became a key point of failure for
projects and drove much higher delivery costs

“Analysts report that as many as 71%
of software projects that fail do so
because of poor requirements
management, making it the single
biggest reason for project failure—
bigger than bad technology, missed
deadlines or change management
fiascoes.”
Source: CIO Magazine, 11/15/2005
4

Are we:
ORDER-TAKERS?

GOFERS?
ASSISTANT PROJECT MANAGERS?
DOCUMENTERS?
Or would we rise to the challenge?
5

Business Analysis Had to Change
New tools and techniques, methodologies, and organizations
began to define and improve how business analysts worked.
‣ Methodologies began to
address requirements
development in earnest

‣ Specialized techniques
emerged taking us past “the
system shall”
‣ IIBA formed in 2003 to help
move profession forward
6

Business Analysis Became A Profession
We developed a shared understanding of the role so that we
could define how to deliver better project outcomes.

Bridging the gap between…

Business and IT
8
© 2011 Jonas Ginter. Licensed under CC-BY-NC-ND.
8

But that didn’t fix the problem
According to PMI, less than ⅔ of projects meet their business
goals and that number has been falling since 2008.
Standish Group CHAOS Report
60

Succeeded

Challenged
Failed
20

0
1994

1996

1998

2000

2002

2004

2006

2009

Source: The
Standish Group
Project Resolution
History, PMI Pulse of
the Profession

Business Value Isn’t Inside Projects
We can only do so much to improve business value by focusing
on managing requirements within a project.

Traditional BA Space
Pre-Project

Project

Post-Project

Rationale

Delivery

Benefits

Enterprise Analysis
Requirements Analysis
Solution Assessment & Validation
10

Are we:
LIAISONS?

FACILITATORS?
TRANSLATORS?
REQUIREMENTS MANAGERS?
Or will we rise to the challenge?
11

Business Analysis Has to Change
Our focus has to shift again…from tactical support of project
delivery to a strategic understanding of business value.

‣ Requirements management
focuses us on predictable
delivery of scope
‣ We have to focus on delivery
of business value
‣ We consistently neglect
understanding of the reasons
for change and evaluating the
benefits
12

Move From Software to Systems
Successful change requires that we look at things from a
business perspective—software requirements are only a part.

People
Software

Organizational
System
Rules
& Data
Process

Bridging the gap between…

Projects and Operations
14
© 2010 Doug88888. Licensed under CC-BY-NC-SA.
14

We still have the alignment problem…
We must strike a balance between analysis and intuition, and
take a share of responsibility for business outcomes.

Analytical
Thinking

Architecture
and Design

Goal: To Produce
Reliable, Predictable, Repeata
ble Outcomes

Reliability

Intuitive
Thinking
Goal: To produce outcomes
that meet the desired
objectives

Validity

Source: Roger L.
Martin, The Design
of Business

Embrace Architecture and Design
Architecture

Architecture and design ensure that we deliver value to our
stakeholders by defining solutions that meet their needs

Focused on
Strategy, Structure
and Purpose

Focused on
Execution and
Implementation

Provides a vision
for Design, keeps it
flexible

Keeps Architecture
grounded and
relevant
Design
16

Can we become:
VISIONARIES?

INNOVATORS?
STRATEGISTS?
LEADERS?
Are we up to the challenge?
17

Business Analysis Can Change Again
We need to create a feedback loop in the business between its
strategies and the results delivered by change.
Whole
Context

Envision
Estimate
Potential Value

Organizat ional Syst em

Observe
Measure
Actual Value

Part
Component

Each Level Builds On The One Before
Master the key skills required at each level to earn the trust
needed to move to the next.

Strategist
Facilitator
Contributor

Bridging the gap between…

Strategy and Execution
20
20

Businesses Need Us To Take This Leap
The average lifespan of an S&P 500 company has dropped from
67 years in the 1920s to 15 today.

‣ Companies must focus on
innovation and reinvention to
survive
‣ Process and rules systems
intensify competition
‣ Better execution of old
models isn’t enough
21

The Path Forward Is Up To Us
“Innovation distinguishes between a leader and a follower.”
Steve Jobs

‣ Business Analysis is a selfimproving profession
‣ This gives us exciting new
challenges and opportunities
‣ This gives our employers a
better future, greater odds of
success
Source: Wikipedia

“If you don’t like
change, you’re going to like
irrelevance even less.”
Gen. Eric Shinseki
23
23

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The Past, Present, and Future of Business Analysis

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