The Role of a BA in a Vendor Software Solution

Sharon Ashton Mathew Stordy

Review Goals & Objectives

Technology Decision & Purchase RFI/RFP Contracts/SLAs

Building a Solution Requirements Design/Build Test/Train/Deploy

Steady State Lessons Learned & Perspectives

Agenda

Goals & Objectives

Share our experiences from two perspectives, as a Client BA and as a Vendor BA, in case study format

To review the unique aspects of the BA role within Client organizations Vendor organizations

Review an enterprise software implementation Recognize the current and strategic role of the BA Lessons Learned – How can we “do this better?”

So you need to choose a technology?

What is your Business Case?

Assessing your key Business drivers

Addressing Business Process improvements and/or efficiencies

Technology refresh drivers

Ultimately, need to decide buy, build or modify existing Determine your ROI - provide cost estimates Consider exit strategy

So you need to choose a technology?

You decide to buy new….

Documenting your requirements

Identifying vendors

Sending out your RFI (Request of Information)

Reviewing and determining your “short list”

Sending our your RFP (Request for Proposal)

You’ve decided to Purchase

The Client BA creates an RFI to assess:

Experience level and depth of knowledge of potential vendors. . . Credibility is key

Product capabilities and alignment with the business case Software development processes, procedures and tools Quality checkpoints and testing approach

The Client BA helps assess the resulting RFP’s

Key role in business functionality traceability May be asked for input into contractual questions, service level

metrics, etc

Vendor BA – Selection Support

Formal Roles RFI/RFP process Demo and Evaluation phase Sales support

Implied Roles Provide clarity around organization goals or problem

statements Identify a viable solution Assessing the risk associated with a prospective sale Address the diverse questions\concerns raised during the

sales process

Client BA: Contracts and SLA’sArea’s to watch

Cost estimations

Business Capabilities Managing the customer’s expectations

Communication Plan Items

Relationship Meetings Operational meetings Problem and enhancement protocols

SLA’s Validating metrics on quality and timeliness

The SDLC (System Development Life Cycle) The Project Charter Communication Plans Roles and Responsibilities CMMI certifications etc. PMO’s

Vendor BA perspective…..every client brings a different view of the SDLC, the vendor has to be flexible….The jointteam needs to look at the project and must agree to aprocess that works for all

Requirements: Client v. Vendor View

Eliciting Requirements – Access to Stakeholders

Client – Primary Access

Vendor – Secondary Access Usually through Client BA, Project Manager, or projectsponsor

Requirements: Client & Vendor View

Documenting Requirements

Key Terms and Definitions must be agreed to early on Sign off from key stakeholders critical Use common business language Be comprehensive

Requirements: Client v. Vendor View

Sign-Off is used to finalize & clearly define scope

Client responsibility

Ensure the needs of the organization are met Within budget and on time

Vendor responsibility

Ensure the needs of the client organization are met Protect the interests of the vendor organization

Joint inspections & walkthroughs are critical

Vendor BA: Design

When designing and\or collaborating on a new software solution, the vendor BA must consider the following:

Meeting the needs of the client\solution Development Costs Future Market Potential Future Maintenance Costs

Client BA: Design

Recognize the strategic role your software plays in the business plan and technology portfolio

Understand scale

You must get into their “story/business”

Vendor BA: Build Provide continuing (daily) support to the Dev Team

Identify and escalate any misalignment in: Solution direction Resources alignment

Implement and coordinate configuration changes

Unit Testing support

Client BA: Test Functional Testing

Data Profiling and its importance Test Strategies, Test Plans, Testing Matrices Test cases Timing of artifacts (test plan, test matrix, etc…) Issues regarding allocation of resources

Integration Testing Integrated with every corporate system

User Acceptance Testing Alignment with “book”

Performance Testing

BAs Joint: Test Automated Testing Tools

Synchronizing vendor and client frameworks Sharing of test scripts

Perimeter environments Interface concerns

Training

Vendor Typical role is to train the trainer.

Client Typically primary trainer Needs to be cognizant of implementation goals\objects Must leverage client organization’s investment

Joint Manage end user perceptions Documentation Delivery

Demos, WebEx CBT’s Manuals/User guides

Deployment Performance Test

Execute upon predetermined “roll out schedule

Will you roll out all at once? Will you consider a pilot and if so…what locations? Will your roll out be date driven? What about data conversions?

The BA is a key expert in all the above decisions

Client BA & Vendor BA in Steady State Concerns

A new team? What will be our “day to day” roles? Enhancements How do I keep my documentation up to date?

Communication Types / “Rhythms” Weekly Meetings - Tactical Quarterly Operational Meetings Yearly Strategic Relationship Meetings User Groups Advisory Councils

How can we do this Better?

Create a WIN-WIN atmosphere

Create a common vocabulary

Align Products and Services

Ensure teams compliment each other

Communicate Often

“The Business Analyst function is critical to the success of any systems implementation. Their ability to understand the business process and systems design creates a more efficient process and improves the communication within the project.”

Patricia Shea Executive Vice President and CIO SPARTA Insurance

“Many companies elect to strategically source or purchase systems/solutions from software vendors to address critical business needs. To ensure the needs of the business are truly met and mitigate project and financial risk, these companies rely heavily on the role of the Business Analyst.”

Todd Ellis CIO Chubb Commercial Insurance

“Replacing core systems within an insurance company can be compared to open Heart surgery, whereas consequences for getting it wrong can be devastating. The BA plays a significant role in ensuring the project's success helping the company realize the desired benefits: efficiencies, scale and/or improving customer service. Vendor BAs have the benefit of participating in multiple projects every year and can bring significant experience to any engagement. The quality of that BA to BA interaction between carrier and vendor corresponds directly into the quality and effectiveness of the project. Insurity considers the BA a significant and strategic role which drives our ultimate success as a trusted partner to our customers.”

David Pedersen President of Insurity

“BA's are our most valuable form of risk management for a project. Their natural analytical capabilities, vast domain expertise and rich experience conducting multiple software implementations enables them to very quickly ascertain the key project risk factors that will be impediments to the project’s success. They recognize customer staffing/skill gaps, missing requirements, and unrealistic implementation time expectations, as well as issues related to our ability to execute our tasks within the project. This allows us to engage the customer in discussions regarding the projects potential risks early in the project avoiding costly mistakes.”

John Pettit President of Adaptik

Discussion

Q & A