IIBA Rochester NY Chapter Kickoff - Jan 2009

International Institute of Business Analysis

Chapter Kick-off The Journey to Professional

Excellence

Greater Rochester, NY

January 2009

www.theiiba.org2

Agenda

Overview of IIBA Journey Future Direction

What is Business Analysis? IIBA Goals

The Business Analysis Body of Knowledge

Business Analysis Certification Networking

Value of Membership

www.theiiba.org3

International Institute of Business AnalysisTM

Develop and maintain standards for the practice of business analysis and for the certification of its practitioners

IIBA is an international not-for-profit professional association for business analysis professionals.

VisionThe world's leading association for Business Analysis professionals

Mission

IIBA Strategic Goals

www.theiiba.org4

www.theiiba.org5

IIBA Journey – Key Milestones

Inaugural meeting – October 2003 Official Founding / 1st AGM –

March 2004 (in Toronto) Version 1.4 BABOK® – October

2005 3rd AGM / Version 1.6 BABOK® –

July 2006 Incorporation – May 2006

(Canada) 1st CBAP® exam – November 2006 CBT version of CBAP® exam –

September 2008

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IIBA™ Journey – Growth

What have we done & where are we going?

March 2004

March 2005 Dec 2005 July 2006 Oct 2008 Dec 2008

Members 37 181 1091 2300 7437 8000

Chapters 1 21 42 66 (70) 81

Countries 2 3 18 36 56 60

What have we done & where are we going?

Jan 2007 Mar 2007 Apr 2007 Dec 2007 Oct 2008Dec 2008 Forecast

CBAP’s 16 19 37 230 458 700

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What is Business Analysis?

Business Analysis is about understanding: How an organization works? Why the organization exists? What are its goals and objectives? How does it accomplish those objectives? How does it need to change to better accomplish those

objectives or to meet new challenges? It is about defining the scope of solutions

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Business Analysis Body of Knowledge®

Identifies currently accepted practices

Recognizes business analysis is not synonymous with software requirements

Defined & enhanced by the professionals who apply it

Captures the sum of the knowledge required for the practice of business analysis as a profession

The Business Analysis Body of Knowledge®

KNOWLEDGE AREAS PURPOSE

Business Analysis Planning & Monitoring Determine what we need to do

Enterprise Analysis Understand the business problem & scope of possible solutions

Elicitation Find out what the real needs of our stakeholders are

Requirements Analysis Describe the characteristics & qualities of the solution the meets the stakeholder needs

Solutions Assessment & Validation Determine whether a particular solution is right for our stakeholders

Requirements Management & Communications

Ensure that stakeholders agree on what needs to be delivered

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The Certification Program

Designation Certified Business Analysis

Professional (CBAP®) The IIBA Certification will

Recognize individuals with an advanced level of knowledge and qualifications

The Program Certification program designed

around global standards (ISO 17024)

Note: Education Provider certifications will not be recognized as a substitute to IIBA certification

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To Qualify for the Exam

Certification Entrance Criteria Five years work experience in

past 10 years or 7500 hours of experience

Experience in 4 out of 6 knowledge areas

High school equivalent education

Two references 21 hours of professional

development

Value of IIBA Membership

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Recognition by a Professional Association•Use of membership logo•Membership card and certificate

Networking•Online forums •Chapters

Discounts•BABOK® Publications

•CBAP ® Certifications•Conferences

Information Collaboration•Newsletters•Online Forums•Job Postings•Surveys•Webinars

Contribute to the Viability & Growth of the IIBA

www.theiiba.org13

Value of Local Chapter Membership

Networking with other business analysis professionals

Mentoring opportunities Informational speakers

on relevant topics Exposure to tools and

techniques

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Starting your Chapter

Hold a kick-off meeting to organize with at least 15 IIBA members Review Petition Process to

the IIBA Select temporary

Chairperson for the Chapter Discuss Next Steps Confirm level of interest Exchange contact

information Determine next Meeting

logistics

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Starting your Chapter Complete Chapter petition and Chapter

bylaws Have a minimum 15 IIBA members in good

standing Develop bylaws to meet provisions of IIBA

bylaws (chapter 6 of chapter start-up kit) Incorporate local jurisdictional rules for

setting up your organization as a not-for-profit

Obtain a letter of assurance from a lawyer that chapter bylaws adhere to laws of jurisdiction

Agree and sign affiliate agreement Agree and sign license agreement (in

process) Petition IIBA for Chapter recognition

Support for Your Chapter

Chapter CouncilCo-Chairs: Glenn Brûlé, Kitty Hass

Chapter Development Committee Mark Holmes, Suzanna Rawlins- Financial accounting and reporting- Membership recruiting/record keeping- Sponsorship recruiting/record keeping- Communication - Marketing- Technology and tools- Chapter-level professional developmentCompliance to process requirements

Chapter Governance Committee

Kitty Hass

Chapter Start Up Committee Carol Lapp, Tracy Cook- Petition - Bylaws - Charter- Website - Email- Not-for-Profit statusCompliance to Start Up procedures

Chapter Governance and Council Structure

December 2008

Meets every other Thursday, 6-7:30 PM ET

Mandate:- Assists establishing, developing, sustaining chapters- Represents interest of chapters to the IIBA- Defines chapter operating policies and procedures- Provides reporting on chapter activities and progress- Informs chapters about the IIBA activities- Oversees and participates in Chapter Council sub-committees

Meets monthly on 2nd Tuesday 8 PM ETMembers:Kathleen Barrett. CEOIndy Mitra, Head of Operational ComplianceGlenn Brule, VP ChaptersDavid Hansen, Head of International DevelopmentJulian Sammy, Chief ArchitectKitty Hass, Chair, Governance Committee

Mandate:- Oversees and supports development and sustainment of chapters- Oversees the Chapter Council structure- Manages chapters succession planning and sustainability- Acts as the custodian for chapter value proposition- Manages issues and risks associated with governance of chapters

Chapter Growth Committee Jonathan “Kupe” Kupersmith- Legal status (incorporation, taxes)- Growing membership- Growing sponsorship- Succession planning- Issue/risk management- Change management- Consistent compliance to audits

Regional Forums Glenn Brûlé, David Hansen

Regional Directors hold periodic meetings to manage region-specific issues and concerns and coordinate regional professional development events

Regional DirectorsInternational John Katsiris

USET Chip Schwartz, Aminah NailorUSCT Crystal Perry

USMT/PT Kelly WinquistCanada Brenda Boon, Don Conly, BettyLynn Mueller

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2009 & Beyond

Additional Membership Categories Corporate Global

Additional Certifications New Product offerings

Publications Advisory Services /

Research Mentoring BA Tools and Templates Special Interest Groups Corporate Accreditation

Current Business Environment• Economic environment

is collapsing• Adaptability and agility is the latest call

to action• Success is the only option - no time

for do-overs• Success requires a plan and approach

that is executed flawlessly with expert skills

Why Now?

Current State of IT

A Legacy of Complexity Multiple, inflexible systems

functioning together Unproven technology Multiple products from

diverse contractors Complex project teams Political sensitivity Outsourcing

Emerging Trends BT Synchronization, ITSM, ITIL Adaptive approaches

Agile development Incremental delivery

Complexity-reducing design techniques

Limit interrelationships of system components

Solution design tools

New technologies SOA, BPM, Web 2.0, Unified

Communication, SaaS, Cloud Computing

RM, Auto Test Tools

Current State of IT Projects

Source: The Standish Group Project Resolution History

10%

15%

20%

25%

30%

35%

40%

45%

50%

55%

60%

1994 1996 1998 2000 2004 2006

Successful Projects

Failed Projects

Challenged Projects

Nearly 2/3 of IT projects fail

or are challenged

Root Cause: Gap in BA Capabilities

Ambiguous and inadequate requirements Most failures attributed to deficient

requirement practices Inadequate focus on business

strategy Inability to prioritize and allocate

resources based on business value Inadequate business involvement Questionable business alignment Unclear business benefits

Research Findings: > 41% of new

development resources are consumed on

unnecessary or poorly specified requirements

Source: Keith Ellis, Business Analysis Benchmark Study, The Impact of

Business Requirements on the Success of

Technology Projects, IAG Consulting, 2008

What is the Risk of Not Doing BA?

The delivery does not meet the business need…

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…Often with Significant Financial Impact

Failed state DMV projects $45-67M

CONFIRM rental car project $165M

Automating insurance policy processing $50M

EuroDisney $4B

FBI’s Virtual Case Mgt. $170M

Denver International Airport 16 mo. delay / $1.5B overrun

Boston’s “Big Dig” Central Artery/Tunnel Project $2.6B - finished over $14.8B

Our Challenge: Close the Gap in BA Capabilities

Analyze business problems and opportunities

Develop business case for new business solutions

Define and manage requirements throughout the project cycle

Measure business benefits

The Business Analysis Professional

Performs many roles Analyst Facilitator Negotiator Artist / Architect Planner Communicator Diplomat Expert / Consultant Strategist Revolutionary

Business Analyst Flavors

A “jack of all trades”, performing multiple roles e.g., business analyst, project manager, tester, etc.

Possesses solid or advanced business subject matter expertise e.g., capital markets

Hybrid Practitioner

SME or Domain Practitioner

Consulting Practitioner

Possesses advanced skills in enterprise knowledge areas e.g., process, strategy business case development, domain expertise

Generalists

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The Typical Business Analyst

40 years old Well educated Paid $78K per year Hails from IT More than 5 years

experience performing BA functions 36% > 10 years

Analysis skills acquired on the job

Disturbingly, they report Most of their projects do not

deliver all requirements Source: The New Business Analyst: A Strategic Role in the Enterprise,

November 2006 Evans Data Corporation Research Study

Ambiguity in the BA Role

Business Analysis 29.3%

Project Management 18.7%

Developer, Engineer, Development Lead

15.4%

Subject Matter Expert, Domain Expert

13.5%

Tester, Test Lead 10.1%

Other 13.0%

Source: The New Business Analyst: A Strategic Role in the Enterprise, November 2006 Evans Data Corporation Research Study

Conclusion: there is a need for Business Analyst competency and career path definition

Business Analyst Competencies

CommunicationCommunication AnalysisAnalysis ImplementationSkills

ImplementationSkills ConsultingConsultingDomain

Knowledge

Domain Knowledge

Facilitation Negotiation Conflict Management Formal (presentation,

documentation)

Logic Decision Analysis Process & Data Modeling Systems Thinking

Relationship Management Strategic Planning Coaching Skills Delegation and

Management Skills

IT Knowledge Process Change Organizational Change Quality Assurance Project Management

Products Processes Markets Systems

Business Analyst Career Path

Level Proficiency Responsibilities Competencies

Strategic Ability to perform strategic tasks with minimal direction

Strategic PlanningEnterprise AnalysisMentoring

Business & IT StrategyProgram and Portfolio Mgt.Systems Engineering, BPR, Six SigmaEnterprise ArchitectureBusiness Case Development

Senior Ability to perform complex tasks with minimal coaching

Elicit, Analyze, Specify, Validate, Manage Requirements

Business & IT DomainsProject & Program Mgt.Systems Engineering, BPR, Six SigmaRequirements Engineering

Intermediate Ability to perform simple-to-moderately complex tasks with minimal assistance

Elicit, Analyze, Specify, Validate, Manage Requirements

Business &/or IT DomainProject ManagementBPR, Six SigmaWorkshop FacilitationRequirements Modeling

Associate Ability to perform simple tasks with assistance

ScribeSimple modelsHelp Desk support

PM/BA PrinciplesBPR, Six Sigma PrinciplesBusiness Writing

Organizational Placement

Level Organizational Placement

Strategic Part of an enterprise-wide PMO or center of excellence with a strategic focusWorking on pre-project analysis, serving as BA for strategic initiatives, and managing projects for value

Senior • In IT (67%)• The business may not take ownership of problems

• In BU (10.8%) • Difficult for BAs to feel like a “community of practice” and

hard to manage BA standards and improvements

Intermediate Usually placed in IT

Junior Usually placed in IT

Where is the BA Profession Heading?

• Finance• Consumer

Products• Energy• Manufacturing• Construction • Others ….

• Product• IT Software• IT Infrastructure

• Process• Data• Elicitation• Negotiation• Strategy• Others …

Ind

ust

ry

Function

Competency

The profession will mature along three axis

Industry

Competency

Function

The Developing Marketplace

Transition from Today’s Breeds of BA…

IT Oriented Improve operations

through changes to technology

Mostly generalists as opposed to: Information BAs Process BAs Experience BAs (usability)

Source: Carey Schwaber and Rob Karel, The New Business Analyst, Forrester Research, Inc., April 8, 2008

Business Oriented Improve operations through

changes to policy and process

Mostly functionally focused: Finance HR Manufacturing

…To Tomorrow’s Breed of BA

Business / Technology Analysts Convert business

opportunities into new business solutions

Translate strategy into process and technology change

Cross-functional and cross-domain experts

Source: Carey Schwaber and Rob Karel, The New Business Analyst, Forrester Research, Inc., April 8, 2008

Business Architects Keep the business and

IT architecture in synch Architect

Current state (as-is) Future state (to-be) Gap in capabilities

needed to achieve the future vision

Driving Business Analyst Maturity

Maturity

Knowledge, Skill, Experience

Tactical

Strategic

Business Drivers Strategic business

flexibility Enterprise initiatives Service-oriented

Architecture (SOA) Business enablement Dynamic Business

Applications that are Designed for people Built for change

What Will Tomorrow’s BAs Do?

Enterprise Analysis

Business architectureOpportunity analysisProblem analysisSolution feasibility analysisBusiness case developmentSolution assessment and validation

Requirements

Management

PlanningElicitation DefinitionAnalysisSpecificationValidationChange managementCommunication

Organizational Change

Organizational readiness Organizational change managementBusiness artifacts: business policies, procedures, rules, training, retooling, restructuringBenefits measurement and management

What is Needed to Build BA Capabilities?

Framework Environment Resources Business Alignment

Standards & Methodologies

Organization & StructureCompetency/ Career

DevelopmentEnterprise Analysis

Metrics Governance Training & DevCustomer Relationships

Tools AssessmentTeam Dev

Virtual TeamsBusiness Benefit

Management

Knowledge

Management

Where is the BA Profession Heading?

Center of Excellence

“StrategicAlignment”

Community of Practice“Support”

BA Practice“Maturity”

BA CoE: One Size Does Not Fit All

Age of Product Lines

Marketplace StabilityCompetition

Number of EmployeesGeographic Dispersion

Number of Product Lines

Marketplace Uniformity

Established product lines & stable markets require limited business analysis

Competitive and developing markets have a critical need for highly experienced generalists and specialists in the competency domain (e.g., strategic, marketplace analysis)

Larger organizations can support higher levels of specialization

Smaller organizations may be more dependent on generalists and hybrid BAs (i.e., possess knowledge across multiple professional domains)

Multiple product lines may require a combination of generalists and highly specialized individuals

Highly specialized industries or niche markets will require specialists

MATURITY SIZE DIVERSITY

Organizations need for BAs = (maturity, size, diversity)

How Can We Join Together to Increase the Value of Business Analysis?

Influence and contribute to the profession of Business Analysis Determine the direction of the profession Demonstrate support of the profession of business analysis at

chapter level and within your organization

Ensure the viability of the IIBA Create critical mass of members Recruit corporate sponsors Drive brand awareness and value associated with the IIBA as the

source of information on business analysis Drive brand awareness and value associated with the CBAP

designation

International Institute of Business Analysis

On Behalf of IIBA Executive Team and All of Our

Volunteers

Thank You!

Kathleen B. Hass

Director at Large

[email protected]

Rochester Chapter Formation

Kickoff

Meeting

January 15, 2009

ROCHESTER, NYChapter

43 © International Institute of Business Analysis™

Agenda

Welcome and Introduction Interim Board of Directors

Chapter Formation Process and key steps Companies interested

Chapter Plans Chapter Needs

Joining Chapter Petition Volunteering


Interim Board of Directors

President: Phyllis Carroll, PaychexVP Communications: Chris Gangai, CIBERVP Finance: Don Solan, CIBERVP Marketing & Technology: Bob Rowley, Wegmans Food MarketsVP Professional Development: Denette Mitchell-Perez, Citigroup


Companies

Local companies interested in the formation of our chapter

CIBERWegmansPaychexCitigroupXeroxElement KThe Hartman GroupNixon Peabody LLP

Preferred Care/MVP HealthcareM&T BankCroop-LaFrance @ ExcellusTelperion Solutions GroupRITU of RSentry SafeManagement Solutions Group


Chapter Planning What our chapter will provide

Chapter shall provide meetings monthly Meetings shall be scheduled at various times and days of the week Meetings shall cover (but not limited to):

Best practicesTips and ToolsCase StudiesPanel DiscussionsCertification Overview

Chapter members shall have a discounted event fee

Establish networks and build relationships with other

professional organizations


Chapter Needs

What are we asking of you… Join IIBATM ($95 per year)

Join our chapter $25 per year, prorated based on IIBA renewal date Fee covers chapter’s expenses for speakers, facilities, professional services

from Auditors and Attorneys

Provide your ideas Volunteer for chapter opportunities Attend chapter meetings Help get the word out


Next Steps

Current members…sign the Chapter Formation Petition

Interested tonight? Sign the volunteer sheet!

Visit the chapter’s website for volunteer information

HTTP://ROCHESTERNY.THEIIBA.ORG


Q & A

Questions can be sent to:

[email protected]

Thank you for supporting our plan to become the Rochester, NY Chapter of the IIBATM!

IIBA Rochester NY Chapter Kickoff - Jan 2009

Business

Transcript of IIBA Rochester NY Chapter Kickoff - Jan 2009