CHAPTER 4
Building Your BA Team
It goes without saying that a successful BA practice requires a team of capable, credible business analysts. But being capable in BA practices is not enough in this complex, global world. As the complexity of projects increases, BAs need to be accomplished, perhaps gifted, strategic thinkers and leaders of change. Therefore, the first step in determining the optimal make-up of your BA team is to determine the type and complexity of work they are and will be performing. You will then be ready to take the next steps: determine the mix of BAs needed to build your capable BA workforce, and establish/refine your formal or informal BA career path.
STEP 1: ASSESS THE COMPLEXITY OF PROJECTS AND PROGRAMS
Before you begin to build your BA team, conduct an assessment of the current project portfolio and the backlog of potential projects for the next 12 to 18 months. The goal is to categorize projects according to their complexity. Using the Project Complexity Model 2.0 (see Tables 4-1 and 4-2), determine the profile of each project by selecting the cell that best describes the project for each complexity dimension, and then apply the formula following the model.
TABLE 4-1. Project Complexity Model 2.0
Adapted with permission from Managing Complex Projects: A New Model by Kathleen B. Hass. © 2009 by Management Concepts, Inc. All rights reserved.
TABLE 4-2. Project Complexity Model 2.0 Formula
Adapted with permission from Managing Complex Projects: A New Model by Kathleen B. Hass. © 2009 by Management Concepts, Inc. All rights reserved.
STEP 2: DETERMINE THE MIX OF BAS NEEDED TO BUILD YOUR CAPABLE BA WORKFORCE
Clearly, the skills required by both PMs and BAs differ widely depending on the complexity profile of their project assignments. Referring to the BA Individual/Workforce Capability Model (Table 4-3 and Figure 4-1), assess your needs by determining the number of BAs required at each level of complexity to execute current and anticipated projects. With this information, you are ready to begin to build your BA team staffing plan. The model is four-tiered for both project managers and business analysts and is consistent with the project complexity model. The levels of the model are based on the escalating complexity of typical project assignments.
TABLE 4-3. BA Workforce Capability Model Matrix
LEVEL 1: OPERATIONS AND SUPPORT FOCUS
To maintain and enhance business operations, both generalists and system specialists are needed. These BAs typically spend about 30 percent of their time doing business analysis activities for low-complexity projects designed to maintain and continually improve business processes and technology. In the remaining time they are often fulfilling multiple roles, including developer, engineer, subject matter expert (SME), domain expert, and tester. As legacy processes and systems age, these BAs are becoming more valuable because they are likely the best (and often the only) SMEs who understand the current business processes and supporting technology. Many organizations are creating separate groups of PMs, BAs, and developers to manage maintenance of current business processes, the legacy systems that support them, and the vendors that help support the legacy IT operations.
FIGURE 4-1. PM/BA Workforce Capability Model
LEVEL 2: PROJECT FOCUS
To ensure that business objectives are met through projects, both IT- and business-oriented BAs are needed. These BAs work on moderately complex projects designed to develop new/improved business processes and IT systems.
• IT-oriented BAs improve operations through changes to technology. These BAs are mostly generalists, with specialists that include experience analysts, business rules analysts, business process analysts, and data analysts.
• Business-oriented BAs improve operations through changes to policy and procedures. These BAs are usually specialized, focused on areas such as finance, human resources, marketing, and manufacturing. In decentralized organizations, these BAs are dedicated to a major business area, improving the processes and the corresponding technologies that are used to run the operations. In more centralized organizations, these BAs are organized as a pool of talent whose efforts can be transferred seamlessly to the areas of the enterprise that are in most need of project support.
LEVEL 3: ENTERPRISE FOCUS
This group includes seasoned PMs and BAs. The PMs are trained and experienced in managing highly complex projects, programs, and portfolios. The BAs often specialize into two groups: enterprise analysts and business architects. Both groups operate at the strategic level of the organization to ensure that BA activities are dedicated to the most valuable initiatives and that BA assets (deliverables/artifacts such as models and diagrams) are considered corporate assets and are therefore reusable. Enterprise PMs and BAs focus on the analysis needed to prepare a solid business case to propose new initiatives and work on highly complex, enterprise-wide projects; business architects make the enterprise visible and keep the business and IT architectures in sync.
LEVEL 4: COMPETITIVE FOCUS
Business/technology optimization BAs are business and technology visionaries who serve as innovation experts, organizational change specialists, and cross-domain experts. Business/technology BAs focus outside of the enterprise on what the industry is doing and design innovative new approaches to doing business to ensure that the enterprise remains competitive, or even leaps ahead of the competition. Business/technology BAs forge new strategies, translate strategy into breakthrough process and technology, and convert business opportunities into innovative business solutions.
The capabilities needed at each level of the model differ significantly. BA technical capabilities are needed at every level; leadership and soft skill competencies and techniques are needed to succeed on higher level, more complex projects. See Tables 4-4 and 4-5 for a listing of capabilities and techniques needed to perform successfully at each level of the model.
BA Technical Competency Areas |
|
|
Level 1 and 2: Project-Focused • *Business Analysis Planning and Monitoring • *Elicitation • *Requirements Management and Communication • *Requirements Analysis • Business Need • Business Domain Scope Definition • Requirements Specification and Documentation • Requirements Validation • System Maintenance and Enhancement Level 3: Enterprise-Focused • *Enterprise Analysis • *Solution Assessment and Validation • Business Case Development and Management • Strategy Execution • Organizational Change Management Level 4: Competitive-Focused • R & D • Strategy Formation • Creativity and Innovation • Competitive Analysis • Breakthrough Process and Product Design • Cultural Change Management |
|
Level 1 BA Techniques |
Level 2 BA Techniques |
Acceptance and Evaluation Criteria Definition Brainstorming Checklists Continuous Process Improvement Defect and Issue Reporting Document Analysis Estimation Functional Decomposition Interface Analysis Interviews Non-Functional Requirements Analysis Observation Problem Tracking Replanning Requirements Change Management Requirements Documentation Requirements Prioritization Sequence Diagramming Stakeholder Analysis/Mapping Time Boxing / Budgeting Voting |
Baselining Business Case Development and Validation Business Process Analysis and Management Business Rules Analysis and Management Change Management Conflict and Issue Management Consensus Mapping Communications Requirements Analysis Business Process Design Data Dictionary and Glossary Data Flow Diagrams Data Modeling Decision Analysis Delphi Expert Judgment Focus Groups Force Field Analysis MoSCoW Analysis Process Modeling Prototyping Requirements Attribute Assignment Requirements Briefings and Presentations Requirements for Vendor Selection Requirements Traceability/Coverage Matrix Requirements Decomposition Requirements Workshops Requirements Review, Validation, and Signoff Responsibility Matrix (RACI) Reverse Engineering RFI, RFQ, RFP Risk Analysis Root Cause Analysis Scenarios and Use Cases Scope Modeling Sequence Diagrams Solution Modeling State Diagrams Structured Walkthroughs Survey/Questionnaire User Acceptance Testing User Stories and Storyboards Value Analysis Variance Analysis Vendor Assessment |
Level 3 BA Techniques |
Level 4 BA Techniques |
Balanced Scorecard Benchmarking Business Architecture Business Case Development and Validation Business Opportunity Analysis Business Problem Analysis Business Process Reengineering Competitive Analysis Cost/Benefit Analysis and Economic Modeling Current State Analysis Feasibility Analysis Future State Analysis Goal Decomposition Gap Analysis Last Responsible Moment Decision-Making Lessons Learned Process Metrics and Key Performance Indicators Organizational Modeling Organizational Change Portfolio Analysis Project and Program Prioritization Root Cause Analysis (Fishbone Diagram) SWOT Analysis |
Breakthrough Thinking Breakthrough Process Design Cultural Change Divergent Thinking Edge-of-Chaos Analysis Emotional Intelligence Experimentation Idea Generation and Mind Mapping Innovation and Creativity Innovation Teams Intuition Investigation and Experimentation Metaphors and Storytelling Mind Mapping Pattern Discovery Research and Development Strategic Planning Systematic Inventive Thinking Visualization |
TABLE 4-4. BA Workforce Technical Competencies and Techniques by Level
*Source: International Institute of Business Analysis, A Guide to the Business Analysis Body of Knowledge® (BABOK Guide®), 2009.
BA WORKFORCE SUPPORTING COMPETENCIES
Because both the project manager and the business analyst fill a leadership position in their organizations, driving change and improvements, they both need to possess effective knowledge, skills, attitudes, and behaviors that are related to successfully bringing about positive change through their projects (see Table 4-5). Supporting leadership competencies are also vital. BAs should begin to build these competencies early in their careers as they grow in experience and competence.
TABLE 4-5. BA Workforce Supporting Competencies
BUILD YOUR CAPABLE BA WORKFORCE FOR LEVELS 1 AND 2: LOW TO MODERATELY COMPLEX PROJECTS
There are likely many kinds of analysts within your business. Which of these are actually performing business analysis tasks? How do you cull through the various analysts in your organization to build your BA team? Because business analysts operate in both the business and IT worlds, they will arrive to your team from various fields. Some come from programmer/analyst positions, while others have conventional business expertise supplemented by IT prowess.
Take an inventory of the individuals currently serving in a requirements management role on your projects. Most will likely be operating at the first two levels of the model, focusing on requirements discovery and definition. This has long been considered the core business analysis function. These BAs should be defining, analyzing, and documenting requirements in a creative and iterative process to show what the new/changed business system will do and to explore options for how it will be done. Their requirements, in their textual and graphical form, should represent a depiction of the system. The requirements management process is typically subdivided into these activities: business need identification, scope definition, elicitation, analysis, specification, documentation, validation, management, and maintenance and enhancements.
Don’t fall into the trap of believing that expertise in the IT components of the solution (solution designers and developers) is a key requirement for your business analysts. If you do, business analysis is likely to be treated as a subset of IT disciplines rather than as its own vital discipline. Time and again, projects encounter difficulties not from lack of IT expertise, but from an inability to keep the focus on the business, which is the most important role of the BA. When the focus is on IT, projects are often initiated, and design and construction of the IT solution is underway, before the development team members have a clear understanding of the business need or the most innovative solution. Often, tolerance is low for inadequate and ever-evolving requirements. Your job is to inspire your BAs to bring the focus back to the business need and business value.
When looking for candidates, both in the business areas and in IT, seek those who understand that business requirements analysis differs from traditional information systems analysis because of its focus, which is exclusively adding value to the business. Build a level 1 and a level 2 BA team that are capable of focusing on providing business objectives; business needs analysis; clear, structured, useable requirements; trade-off analysis; solution feasibility and risk analysis; and cost-benefit analysis. Assess the capabilities of the BAs you recruit, identify gaps, and create and execute a learning and development plan to close those gaps for your level 1 and 2 BAs. If needed, solicit the help of experienced BA consultants to ensure project success. Your goal is to significantly impact current projects in a positive manner.
A View from on the Ground
GREAT BUSINESS ANALYSTS
Kate Gwynne
Associate Director, Business Analysis
Advertising Industry
I’ve worked with and hired analysts who are knowledgeable BAs—well versed in requirements tasks, techniques, and deliverables. These folks are good analysts. But when building a BA practice, the BAs I find the most valuable and the best partners are BAs who are also expert communicators, collaborators, and facilitators. These people are walking billboards for the value BA provides. They naturally help improve project communication, reduce conflict and churn on projects, and are not shy about jumping in when they can provide value. These are great BAs, and it’s exciting to set them loose on projects and watch people become believers in BA.
BUILD YOUR STRATEGIC BA WORKFORCE FOR LEVELS 3 AND 4: HIGHLY COMPLEX PROGRAMS AND PROJECTS
It is becoming increasingly clear that while level 1 and 2 BA competencies are necessary, they are insufficient for successfully managing requirements and arriving at the most innovative solution on the large, enterprise-wide, complex, critical projects that are the norm today. Just as a business leader must be multi-skilled and strategically focused, business analysts operating at the strategic level must possess an extensive array of leadership skills. As your BA practice matures, recruit systems-thinking BAs capable of assuming a leadership role on critical projects, and quickly elevate them to senior positions within the team. As the IT contribution moves beyond efficiency to business success, the business analyst becomes the central figure on the project team who must be “bilingual”—speaking both business and technical languages. To perform in this pivotal role, the business analyst must possess a broad range of knowledge and skills.
Individuals performing business analysis activities at the strategic level do not always consider themselves part of the BA career family. But make no mistake: This is the path for the talented and ambitious business analyst that leads to business architect and enterprise/strategic analyst. Look for individuals who have leadership qualities, are well respected, and carry influence within your organization to fill these most important BA roles.
While the business analyst is fast becoming a relatively senior position in the business world, historically it has been considered a mid- to low-level role. You need to work to change the perception of the BA as a requirements documenter to the BA as a valuable strategic consultant. A recent survey revealed an increasing demand for senior individuals who can perform the ever-widening range of strategic business analysis functions. Just like any leadership position, mastery of a unique combination of technical, analytical, business, and leadership skills is required (see Table 4-6).
TABLE 4-6. Technical, Analytical, Business, and Leadership Skills
STEP 3: ESTABLISH/REFINE YOUR FORMAL OR INFORMAL BA CAREER PATH
For business analysis to be considered a key position in your organization, it must have a clear career path. The trend today is to map the business analyst role from entry to senior levels of organizations.
THE REAL BUSINESS ANALYST: ROLE OR TITLE?
Many job titles are used for individuals performing BA activities, including business analyst, business systems analyst, business system planner, business architect, business rules analyst, and even principal solutions architect. Regardless of the job title, a strong, experienced business analyst is critical to complex project success. Depending on the level of responsibility and placement in the organization, business analyst duties at all levels include the following:
• Identify and understand the business problem and the impact of the proposed solution on the organization’s operations
• Document the complex areas of project scope, objectives, added value, and benefit expectations, using an integrated set of analysis and modeling techniques
• Translate business objectives into system requirements using powerful modeling tools
• Assist in determining the strategic direction of the organization by evaluating customer needs, thus contributing to the strategic planning of transformational change and technology directions
• Liaise with major customers during preliminary installation and testing of new products and services
• Design and develop high-quality, innovative business solutions.
THE BUSINESS ANALYST CAREER ROAD MAP ACCORDING TO IIBA
The International Institute of Business Analysis provides sound guidance to help organization create a career path for BAs. According to Maureen McVey, CBAP, Head of Learning Development for IIBA, the IIBA Career Road Map depicts “business analysis opportunities for those wishing to enter this growing profession. It also provides direction for business analysts looking for senior positions, and includes the emerging roles in business architecture and business intelligence, roles which are in high demand.”
McVey explains that “your BA career is a journey, with many entry and exit points.” McVey suggests that the BA practice lead work with each BA to identify his or her current position from the many role families, and determine aspirations for future roles. These role families include the following:
• Business-Focused
Business requirements analyst o Business process analyst
Decision analyst (often referred to as a business intelligence analyst)
• IT Analyst
Business systems analyst
Systems analyst
Functional analyst
Service request analyst
Agile analyst
• BA Leadership
BA project lead
BA program lead
BA practice lead
Relationship manager
BA manager
• Enterprise Level
Enterprise architect
Business architect.
McVey goes on to say: “Director, Vice President, even C level positions are on the BA path! The business analyst is the perfect candidate!”1
PUTTING IT ALL TOGETHER
WHAT DOES THIS MEAN FOR THE BUSINESS ANALYST?
If you are a practicing BA, determine the complexity of your current project assignments and identify gaps in the capabilities you need to be successful. If you have significant gaps in BA capabilities, work with the project manager and your BA practice manager/lead to fill those gaps. In addition, identify the level of BA work to which you aspire, and draft your personal learning and development plan to achieve the level of your choice.
WHAT DOES THIS MEAN FOR THE BA MANAGER/PRACTICE LEAD?
This chapter presents the case for a BA practice lead to build a capable BA workforce based on the complexity of project assignments. Use these tools and this approach to BA team recruiting and development to build your world-class, value-based BA practice. Update your implementation plans for the BACOE with a staffing plan to document the results of your needs assessment and the activities you have identified to build a capable BA team.
Remember, you cannot rely on recruitment alone. You must develop current BAs as well through programs for high-potential employees, succession planning, training, coaching, and mentoring. Look for passionate BAs who share your vision and values.
In Chapter 5 we present the critical steps to determine the current state of your BA practices and to build a roadmap to increase the maturity of your methods and tools.
NOTES
1 McVey, Maureen, “The Business Analyst Career Road Map according to IIBA,” February 2014. Online at www.iiba.org/ba-connect/2013/june/business-analyst-career-roadmap.aspx (accessed February 2014).