1Computing and Communications Services ● www.uoguelph.ca/ccs
Business Analysis and Process Re-engineeringGayleen Gray, Deputy CIO & Associate Director,
Computing and Communications Services, University of Guelph
With thanks to Nela Petkovic at Wilfred Laurier University
WHAT IS BUSINESS ANALYSIS
2CCS University of Guelph www.uoguelph.ca/ccs
BAs in Higher Ed
• Business Analysts are newer to Higher Ed IT
• Systems Analysts / Subject (Functional) Matter Experts worked on requirements
• Formal requirements gathering /validation
• No documentation or templates
• Current State (Business Processes) anecdotal
• Rationale for decision making mostly verbal/silo-ed
• Efficiencies could not be recognizedCCS University of Guelph
www.uoguelph.ca/ccs 3
Business Analysis at UofG
• BA methodology and community of practice– Based on IIBA (International Institute of Business
Analysis)– BABOK Guide (Business Analysis Body of
Knowledge)– Includes processes, templates, training materials
• Standardized approach for BA activities• Focus on current state to future state analysis• Business process re-engineering a core
requirement before new systems implemented
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Our overview of in scope UofG BA activities
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Defined BA activities
• Responsibilities vary:• Business Process documentation
• Requirements gathering
• Scope optimization
• Use case development, QA, test strategies, etc.
• Training, user support
• Documentation development
• Emphasis on communication
• Conduit between client community and developers
• New:– IT Reviews/Studies for units
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Flavour of Engagements• Web Solutions projects – websites, AODA
web remediation
• Research information management implementation
• New Email system project
• Document Management and Workflow Process solution project
• IT Study/Review for various departments/units
• Applicant process for undergrads/gradsCCS University of Guelph
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BUSINESS PROCESS REENGINEERING
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CCS Key Principles
• Collaborative partnerships• Business priorities core to IT decisions• Solutions priorities:
– Use current services and systems where possible– Off the shelf before custom development– Hosted when it fits our security/privacy principles
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The Business Unit’s Needs:
• Transparency/Auditability/Accountability in processes– Internally and externally – regulatory and funding agencies
• Cost reduction• Business efficiencies (ideal) through streamlined
business processes• Reduction in mundane tasks• Staff doing more meaningful work• Intuitive solutions that are easy to use • Help navigation the technology solutions landscape
10CCS University of Guelph www.uoguelph.ca/ccs
Business Unit’s Challenges:
• Change is hard!• Not sure what is involved, outcomes• Need to trust us to contribute to business planning
– Trust is based on past experiences, good or bad
• See us as ‘slow’ compared to just making their own decisions on technology – They don’t factor in requirements or solutions analysis– Just find a new flavour and GO!
• Investment in time and resources to undertake process re-engineering
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What IT Brings to the table
• Broad view of the university • Variety of experiences• A different (perspective) set of eyes• Business analysis and project management skills• Other skill sets not available within a business unit
– User experience and design, AODA (legislative knowledge) – development experience/understanding– Formal Vendor Management– Software Specification experience
• Process Streamlining• Knowledge of the different technologies solutions
12CCS University of Guelph www.uoguelph.ca/ccs
What IT must do
• Based on Business Unit’s Challenges:• Win trust and build confidence
– Establish credibility– Engage the clients– Immediate problems fixed
• to provide small wins while larger needs are addressed
– Communicate– Embed staff/Joint teams with dedicated resources
• Creative funding models– Everyone has skin in the game
13CCS University of Guelph www.uoguelph.ca/ccs
More practical challenges
• Recruiting strong BAs• Consistency in analysis and process re-
engineering• Volume of needs – victims of success• Picking the right projects for success to start• Getting clients to invest in time to do it right• Getting our own teams to do it!
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EXAMPLE OF A BUSINESS NEED
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UofG Example of a business need
• Graduate admissions process had a level of complexity and manual effort– Paper and manual process– targets to increase applications but couldn’t scale
manual processes – Improve experience with online service – no
phones, no mailing of applications or supporting documents
– Want a common process with ability to have unique features within campus departments
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Business Process Analysis
• Use our BA framework to define the problem:• challenges, current state, future state, gap analysis,
• Defined 5 processes for handling applicants:• Application including supporting documents from
applicant• Referee Process• U of G workflow to make an offer• U of G workflow from offer through to acceptance• Communications between applicants, departments and
OGS during the processes identified aboveCCS University of Guelph
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Business Process Analysis
• Artefacts to define current to future state of processes:o Business requirements models (context diagram, data
requirements models, process flowcharts and/or swimlanes, RACI matrix)
o Business requirements list with priorities and acceptance criteria (defined by client)
o Integration requirements with other systems as neededo Recommended implementation options (solutions) with cost
estimateso Functional specification to guide the solution
implementation.
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Re engineered workflow
Re-engineered communications
Successes
• Fully engaged client / business unit• They assigned SME full time who knew the grad
admissions processes • Client willing to take on new learning, e.g. creating
their own process flow diagrams• Executive support, championing and “selling” the
benefits to large group of stakeholders• Dedicated IT staff with BA skills and Admissions
experience • Involved CIO Communications area to design and
deliver complex project communications
22CCS University of Guelph www.uoguelph.ca/ccs
23Computing and Communications Services ● www.uoguelph.ca/ccs
THANK YOU!Discussion & QuestionsGayleen Gray, Deputy CIO & Associate Director,
Computing and Communications Services, University of Guelph
With thanks to Nela Petkovic at Wilfred Laurier University
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