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1、For Business AnalystsCraig Brown 经济分析师培训Business Analyst TrainingMy agenda1.To explain the role of the business analyst, 2.To discuss the methodology described in the BABOK3.To discuss practical tips and techniques for doing the job well 4.To review sample requirements specifications to get an appre
2、ciation of what goes into them5.To provide a list of further resources analysts can call upon for helpYour agenda经济分析师培训The Business Analyst Context Role SkillsContextProjects and SDLCWhy projects go wrong Project team roles8.15-9.45What BAs doRequirements ManagementBusiness ProcessesHuman change ma
3、nagementProject Portfolio Planning 10.00-11.00Practical skillsTechnical skillsAnalysis exerciseQuestions and discussion11.15-12.15breakbreak经济分析师培训ReleaseTestPlanMonitor & ControlImplementCloseBuildDesignRequirementsProduct ScopePMI Project PMI Project Management ProcessManagement ProcessWaterfall D
4、evelopmentWaterfall DevelopmentProjects and the SDLCInitiate经济分析师培训ReleaseTestPlanMonitor & ControlImplementCloseBuildDesignRequirementsProduct ScopePMI Project PMI Project Management ProcessManagement ProcessWaterfall DevelopmentWaterfall DevelopmentProjects and the SDLCInitiate经济分析师培训Product Scope
5、Projects and the SDLCReleaseTestInitiatePlanMonitor & ControlImplementCloseBuildDesignRequirementsPMI Project PMI Project Management ProcessManagement ProcessWaterfall DevelopmentWaterfall DevelopmentSCRUMPRINCE2SIX SigmaAgileRADRationalEtc.Etc.经济分析师培训Product ScopeProjects and the SDLCReleaseTestIni
6、tiatePlanMonitor & ControlImplementCloseBuildDesignRequirementsPMI Project PMI Project Management ProcessManagement ProcessWaterfall DevelopmentWaterfall DevelopmentSCRUMPRINCE2SIX SigmaAgileRADRationalEtc.Etc.经济分析师培训ReleaseTestInitiatePlanMonitor & ControlImplementCloseBuildDesignRequirementsProduc
7、t ScopePMI Project PMI Project Management ProcessManagement ProcessWaterfall DevelopmentWaterfall DevelopmentSCRUMPRINCE2SIX SigmaAgileRADRationalEtc.Etc.PlanDoCheckActProjects and the SDLC经济分析师培训ReleaseTestInitiatePlanMonitor & ControlImplementCloseBuildDesignRequirementsProduct ScopePMI Project PM
8、I Project Management ProcessManagement ProcessWaterfall DevelopmentWaterfall DevelopmentSCRUMPRINCE2SIX SigmaAgileRADRationalEtc.Etc.PlanDoCheckActBusiness Analysisand the BABOK经济分析师培训ReleaseTestInitiatePlanMonitor & ControlImplementCloseBuildDesignRequirementsProduct ScopePMI Project PMI Project Ma
9、nagement ProcessManagement ProcessWaterfall DevelopmentWaterfall DevelopmentSCRUMPRINCE2SIX SigmaAgileRADRationalEtc.Etc.PlanDoCheckActProjects and the SDLC经济分析师培训Poor strategic alignmentLong time to deliveryPoor risk managementProject FailuresThere are many reasons why projects fail.PoorplanningLac
10、k of sponsor involvementIneffective communicationLack of handover(people change management)Team skills(esp. interpersonal skills)Poor requirements management is consistently in the top 3 reasons, regardless of the sourceLack of formal pm processes Poorly defined objectives/scopePoor or wrong require
11、ments经济分析师培训The cost of bad requirementsThe following are a few key findings and data from the study:1.Companies with poor business analysis capability will have three times as many project failures as successes.2.68% of companies are more likely to have a marginal project or outright failure than a
12、 success due to the way they approach business analysis. In fact, 50% of this groups projects were “runaways” which had any 2 of:Taking over 180% of target time to deliver.Consuming in excess of 160% of estimated budget.Delivering under 70% of the target required functionality.3.Companies pay a prem
13、ium of as much as 60% on time and budget when they use poor requirements practices on their projects.4.Over 41% of the IT development budget for software, staff and external professional services will be consumed by poor requirements at the average company using average analysts versus the optimal o
14、rganization.5.The vast majority of projects surveyed did not utilize sufficient business analysis skill to consistently bring projects in on time and budget. The level of competency required is higher than that employed within projects for 70% of the companies surveyed.经济分析师培训The cost of bad require
15、mentsThe following are a few key findings and data from the study:1.Companies with poor business analysis capability will have three times as many project failures as successes.2.68% of companies are more likely to have a marginal project or outright failure than a success due to the way they approa
16、ch business analysis. In fact, 50% of this groups projects were “runaways” which had any 2 of:Taking over 180% of target time to deliver.Consuming in excess of 160% of estimated budget.Delivering under 70% of the target required functionality.3.Companies pay a premium of as much as 60% on time and b
17、udget when they use poor requirements practices on their projects.4.Over 41% of the IT development budget for software, staff and external professional services will be consumed by poor requirements at the average company using average analysts versus the optimal organization.5.The vast majority of
18、projects surveyed did not utilize sufficient business analysis skill to consistently bring projects in on time and budget. The level of competency required is higher than that employed within projects for 70% of the companies surveyed.经济分析师培训The cost of bad requirementsThe following are a few key fi
19、ndings and data from the study:1.Companies with poor business analysis capability will have three times as many project failures as successes.2.68% of companies are more likely to have a marginal project or outright failure than a success due to the way they approach business analysis. In fact, 50%
20、of this groups projects were “runaways” which had any 2 of:Taking over 180% of target time to deliver.Consuming in excess of 160% of estimated budget.Delivering under 70% of the target required functionality.3.Companies pay a premium of as much as 60% on time and budget when they use poor requiremen
21、ts practices on their projects.4.Over 41% of the IT development budget for software, staff and external professional services will be consumed by poor requirements at the average company using average analysts versus the optimal organization.5.The vast majority of projects surveyed did not utilize s
22、ufficient business analysis skill to consistently bring projects in on time and budget. The level of competency required is higher than that employed within projects for 70% of the companies surveyed.Requirements Professionals?经济分析师培训Project FailuresIAG report can be accesse at iag.biz经济分析师培训Require
23、ments FailuresThe volume and complexity of stakeholdersStakeholder expectations & involvementWho is managing the requirements - skills of the requirements teamProcess Not deliverables经济分析师培训Requirements FailuresAvoid requirements failure by doing these things;1.FeedbackHave developers feed back thei
24、r interpretation of requirements to the stakeholders and clients. Do it early and often. Use workshops, wireframes, prototypes, or documents, but do it.2.Bring people togetherBring the subject matter experts and requirements owners into the same room as the developers. Get them talking to each other
25、. If you cant be in the same room, arrange regular meetings. Dont rely on written communication.3.The right Requirements teamMake sure your BAs are trained and highly skilled at requirements management (ie not just elicitation, but the whole shebang.) Practical tips经济分析师培训Project Team Roles经济分析师培训Pr
26、oject Team RolesSponsorProject ManagerBusiness AnalystChange ManagerQualitySolutions TeamLiaison RolesProcess AnalystsTrainersTestersSolutions ArchitectsSMEsSystems AnalystsTechnical WritersUsersDesignersDevelopers经济分析师培训SponsorProject ManagerChange ManagerQualityLiaison RolesProcess AnalystsTrainer
27、sTestersSolutions ArchitectsSMEsSystems AnalystsTechnical WritersUsersDesignersDevelopersBusiness Analyst经济分析师培训The IIBA and BABOKCertificationMelbourne eventsBABOK Chapter overview linklinklinkLink 1 Link 2经济分析师培训break经济分析师培训WHAT DOES A BA DO?Requirements ManagementBusiness ProcessesPeople Change M
28、anagementProject Portfolio Planning经济分析师培训Requirements Management经济分析师培训MATURITY LEVELS (SEI/IEEE)1.Chaos 2.Written requirements3.Organized4.Structured5.Integrated经济分析师培训BABOK Knowledge areasDefining the role, resources etcBA BOK and contentsPlanningElicitationModelling and AnalysisCommunicationVali
29、dationVerificationEnterprise analysisStrategy and Structure Business Process Analysis Financial analysis and business casesConsulting skillsProject ManagementLevel 3?经济分析师培训BABOK Knowledge areasDefining the role, resources etcBA BOK and contentsPlanningElicitationModelling and AnalysisCommunicationV
30、alidationVerificationEnterprise analysisStrategy and structure Business process analysis Financial analysis and business casesConsulting skillsProject management经济分析师培训Basic SkillsRequirements ManagementPlanningElicitationCommunicationVerificationValidationPlanDoCheckAct经济分析师培训Requirements integrity
31、Level 4?Guy BeauchampModern Analyst经济分析师培训Requirements integrityGuy BeauchampModern Analyst经济分析师培训Beautiful Requirements?Level 5?经济分析师培训WHAT DOES A BA DO?1.Understand the stakeholders2.Break work down to activity levelWho does what, when and why?3.Get lots of feedback (validation)4.Manage expectatio
32、ns throughout the processshouldRequirements management经济分析师培训Basic SkillsRequirements Management1.Planning2.Elicitation3.Communication4.Verification5.Validation经济分析师培训Requirements PlanningPlan before you actLack of Completeness is the greatest source of requirements problemsIncorrect Requirements is
33、 also an issueKnow the stakeholders, know their businessBreak your work down to detailed tasksPlanschange经济分析师培训Requirements ElicitationDesk researchInterviews WorkshopsModelsFlow charts (Swim Lanes)Use Cases (with stories) Context DiagramsState TransitionRememberActivity LevelMethod H经济分析师培训Require
34、ments CommunicationKnow who needs to knowHave enough time to communicate effectivelyCommunicate through the whole lifecycleNo surprises, Bad news earlyPlan your communication经济分析师培训Requirements VerificationDocument Reviews3 day review cycles dont always work wellTell people in advanceReviews and Ins
35、pections are one of the most effective methods of Requirements QA Walkthrough workshops have strengths and weaknessesS: Group SynergiesW: Time and effortPeer Review, Manager Review, Tester ReviewLook forcompleteness and accuracy(in that order)经济分析师培训Requirements ValidationTestingV-Model and Agile bo
36、th highlight test driven development, beginning with requirements. Waterfall also relies heavily on testing (% of time/effort)UATBA role in planning, participating, assessing impact of bugs, troubleshooting, workarounds, stakeholders expectationsBusiness AcceptanceContract perspective, Responsibilit
37、ies of both project and business, Overlapping periodValidation is done by people.Take them on the journey.经济分析师培训Designer/ProgrammerScope/ High level requirementsWorkshops and InterviewsIdentify ConstraintsRevise Scope/Bus CaseIdentify StakeholdersDocument Business RequirementsApprove Business Requi
38、rementsSolution DesignAssess DesignRequirements ManagementChange ManagementBA activitiesRTMUATReady for ServiceChange Mgt PlanComms PlanTrainingBusiness personIT BABus BASystems AnalystBusiness AnalystStakeholdersIT managers, Infrastructure and network SMEsStakeholdersBusiness Managers and SMEsPM经济分
39、析师培训Business Processes经济分析师培训3 ThingsUse casesSwim lanesContext diagrams经济分析师培训Use CasesCaseuserTyner Blain: Tyner Blain: Use CasesUse Cases经济分析师培训Swim lanesActor 1Actor 2Actor 3Actor 4Verb/nounBinary decisionsActivity levelparticipantsBoundariesHand-overBegin and end in same lane经济分析师培训Context diag
40、ramsInformation flowExternalInternalDrilling downContext Boundary经济分析师培训and UMLDiagram from Wikipedia经济分析师培训and UMLDiagram from WikipediaUML is forsolution design经济分析师培训People Change Management经济分析师培训Changing peopleLewin: Unfreeze FreezeMaister: The Fat SmokerProsci:ADKARAwareDesireKnowledgeAbilityR
41、einforce经济分析师培训Changing peopleAwareDesireKnowledgeAbilityReinforceStakeholder 1ADKARStakeholder 2ADKARStakeholder 3ADKARStakeholder 4ADKARStakeholder 5ADKAR经济分析师培训Project Portfolio Planning经济分析师培训Project Portfolio ManagementEnterprise AnalysisDefining the opportunitySolution StrategiesBusiness Cases
42、Benefits managementEnterprise ArchitectureInformation Management Application PlanningBusiness Process经济分析师培训break经济分析师培训workshopBreak into groupsReview examplesPresent feedback经济分析师培训workshopWhat makes good requirements?1.Quality of documentationCompletenessAccuracyClarityThe difference between requ
43、irements and design2.Management through the processReviewing Requirements经济分析师培训ResourcesIIBANew, but growing in influence. BOKSBA BOKPM BOKOthersModern AnalystArticles, Forums, etcEd YourdonJESATynerBlain Structured analysisBetterProjects经济分析师培训Modern AnalystArticlesForumsTemplatesOther resources经济分析师培训Ed YourdonWebsiteBlogStructured Analysis WikiFree download of his JESA bookAnd much more经济分析师培训Tyner BlainSoftware developmentRequirements managementProduct managementSeeStructured analysis and Use CasesScott Sehlhorst, Austin Texas经济分析师培训
