Index
A
adaptive, iterative methods, 158
agilists, 202–203
alternative analysis worksheet, 177
analysis burdens, relieving
business sponsors, 154
creative thinking, 151–152
examining the fit of opportunity, 153–154
importance, 150–151
small teams of experts, 151
strategic thinking, 152–153
analyst advisory group, 26–27, 39–40
analytical thinking, 79, 168
architects, 199
B
BA. See business analysis, definition
BA awareness (level 1), 95–97
BA framework (level 2), 95–97
BA practice maturity model, 95
BA practice maturity model competencies by level, 95–97
BA practice maturity roadmap, 113
BA quality assurance checklist, 124–126
BA quality attributes checklist, 128–129
BA supporting competencies, 78–79
BA technical competency areas, 75–78
BA workforce capability model matrix, 72
BACOE. See business analysis center of excellence
big data analytics, 146
business alignment (level 3), 95–97
business analysis (BA), definition, 4
business analysis center of excellence (BACOE). See also models, BACOE
business drivers, 50
finding the perfect fit, 51–52
importance, 41, 43–45
integration, 49–50
organizational placement, 50–51
purpose, 47–48
role, 48–49
business analysis practice
framework, 7
importance, 6
initial readiness phase, 7–8
ongoing sustainability phase, 10–12
subsequent implementation phase, 9–10
business analysis teams, 182–185
business analyst practice lead assessments, 102
business analysis center of excellence, 63–64
business case, 28–29
implementation, 13
innovation, 147–148
political implications, 42
research and analysis activities, 162–163
strategies, 132
sustainability, 120
team building, 86
teams, 196
trends, 207
business architects, 41
business case
contents, 22–25
gathering experts, 19–20
getting started, 20–21
importance, 17
making the case, 20
objectives, 21–22
optimizing use of, 19
purpose, 15, 21
top-down support, 18
vision, 21
business drivers, 50
business knowledge, 79
business modeling, 108, 112
business-oriented analysts, 40
business-oriented business analysts, 74
business plan, 117
business practices, 118–119
business requirements, 92
business sponsors, 154
business/technology enterprise business analysts, 41
business/technology optimization experts, 201
business/technology optimization (level 4), 95–97
business value, maximizing, 160–161
business value realization, 3
C
career road map, 84–86
centralized team, 38
change, welcoming, 135–137
chief information officer (CIO), 8
chief strategy officer (CSO), 8
CIO. See chief information officer
cloud, 146
CoC. See community of communities
collaboration, 13, 155–156
community of communities (CoC), 56
community of practice (CoP), 56
competitive focus, 75
complex projects execution models, 158
complexity
adaptive, iterative methods, 158
high, 159
leveraging, 138–139
low, 159
mega projects, 160
reality of, 157
CoP. See community of practice
cost improvements, 123
creative leader characteristics, 141
creative leadership, embracing, 134–135
creative thinking, 151–152
creativity-inducing techniques, 140
credibility, 136–137
CSO. See chief strategy officer
culture, assessing, 18–19
culture of discipline, 194
D
decentralized resources, 38–41
decision-making, influencing
getting decision you want, 175–176
importance, 174–175
problem/alternative analysis, 176–177
defect detection, 123
defect prevention, 123
delivering value, 193–194
developing custom messages, 170
E
early wins, 192
edge of chaos management, 139
elevator speech, 169–170
enterprise focus, 74–75
environmental risks, 35–36
executive sponsor, 15, 26
executive steering committee, 26
expert help, 37
F
firefighting teams, 181
formal BACOE
implementation phases, 57–58
implementation planning, 61–62
implementation steps, 59
launching, 62
organizational assessment, 60–61
overview, 53
scope, 58
visioning, 60
framework, business analysis practice, 7
functional requirements, 93
G
gamification, 146
governance structure
executive sponsor, 26
executive steering committee, 26
importance, 25
H
heart transplant teams, 181
high complexity, managing, 159
high-performing teams, 180–182
holistic thinking, 166–168
I
IIBA. See International Institute of Business Analysis
implementation
importance, 43
phases, 57–58
planning, 61–62
practice standards, 44–45
steps, 59
team, 44
twelve-month roadmap, 99–100
information explosion, 2
infrastructure, 191
initial readiness phase, 7–8
innovation, 2, 137–138
innovation metrics, 145
innovation teams, 143–144
innovative leadership, 144
inspiration, 194
inspiring others
beliefs and behaviors, 140–141
creativity-inducing techniques, 140
importance, 139
knowledge, skills, and methods, 142–143
instilling confidence, 193
integrated economy, 1–2
integration, 49–50
International Institute of Business Analysis (IIBA), 4
interpersonal skills, 79
IT-oriented analysts, 40
IT-oriented business analysts, 74
IT process group (ITPG), 56
K
Kolb team development model, 188
L
lead role, business analysis practice, 28
leadership
business analysis teams, 182–185
high-performing teams, 180–182
importance, 179–180
innovative, 144
promoting team success,188–189
style, 186–188
level of change, 51
low complexity, managing, 159
M
managing to the business case, 27–28
maturity, increasing, 108, 112–114
mega projects, managing, 160
memorable messages, 171
mobile media, 2
mobility, 145
models, BACOE
BA community of practice, 53, 55–56
formal BACOE, 53, 57–62
informal BACOE, 53
integrated project/programmanagement COE, 53
options, 54
overview, 52
PMO-BA competence center, 57
N
Navy Seals, 181–182
new product development teams, 182
new technologies, 145–146
non-functional requirements, 94
O
ongoing sustainability phase, business analysis practice, 10–12
operating room teams, 181
organization size, 51
organizational assessment, 60–61
organizational maturity, 51
organizational placement, 50–51
organizational politics
being positive, 31–32
centralized team, 38
decentralized resources, 38–41
environmental risks, 35–36
expert help, 37
political management plan, 33–34
positioning, 37–38
supporters, 34–35
P
paramedic teams, 180–181
people, 118
personal competencies, 79
planning, 107–111
PM/BA workforce capability model, 73
PMO. See program management office
political management plan, 33–34
positioning, 37–38
powerful messages
developing custom messages, 170
elevator speech, 169–170
for business managers, 172
for chief information officers, 171–172
for project managers, 173
for technologists, 172–173
importance, 169
memorable messages, 171
practice maturity assessments, 100–101
practice standards
assessing maturity of, 90–91
BA practice maturity model, 95
BA practice maturity model competencies by level, 95–97
pressure to innovate, 52
problem/alternative analysis,176–177
process experts, 199
process performance measures
assessing, 130
deriving, 131
modeling, 131
planning, 130
prioritizing, 131
studying, 130
trading off, 130
processes, 118
program management office (PMO), 26
project complexity model 2.0, 66–70
project complexity model 2.0
formula, 71
project focus, 74
project leadership assignments, 156
project performance, 3
project performance measures
cost overrun improvements, 122
importance, 121–122
project portfolio value, 122
project time, 122
promoting team success, 188–189
Q
quality performance measures
cost improvements, 123
defect detection, 123
defect prevention, 123
importance, 122
quality requirements attributes, 127–128
quality reviews, 123–124
requirements validation checklist, 124–126
rework time, 123
R
readiness, 15
requirements standards, 91–94
requirements validation checklist, 124–126
rework time, 123
role, business analyst, 4–6
rules/decision analysis, 200
S
scope, 58
services, 117–118
shared leadership, 155
shared leadership model, 155
small teams of experts, 151
social media, 2, 145
staffing plan, 72
steering committee, 15
strategic communication plan, 173–174
strategic thinking, 152–153
strategists, 198–199
subsequent implementation phase, 9–10
supporters, 34–35
symphony orchestras, 181
systems thinking, 79
T
team, business analyst
assessing complexity, 65
BA supporting competencies, 78–79
BA technical competency areas, 75–78
BA workforce capability model
matrix, 72
career road map, 84–86
competitive focus, 75
delivering value, 193–194
early wins, 192
enterprise focus, 74–75
getting the right people, 189–190
highly complex projects, 81–83
importance, 65
infrastructure, 191
instilling confidence, 193
low to moderately complex projects, 79–81
mixing experts and new blood, 190
operations and support focus, 72–73
PM/BA workforce capability model, 73
project complexity model 2.0, 66–70
project complexity model 2.0 formula, 71
project focus, 74
roles and titles, 83–84
size, 52
staffing plan, 72
taking care of, 192
tone, 191–192
teams of teams, 12
technology-driven change experts,200–201
technology explosion, 2
tools, 118
transformation, 12–13
transformational change agents, 204
trends, 205–206
Tuckman team development model, 187–188
twelve-month plan, 98–100
two-year roadmap, 98–100
U
user stories, 92
V
value-based decision-making, 150
value-based practices, 18
value creators, 202
valuing, 108, 114–115
virtual team leaders, 203–204
virtual teams, 194–195
vision, 116–117, 135–136
visioning, 60, 107–108
W
what’s in it for me (WIIFM), 178
workforce capability assessments, 100–101