经济分析师培训-

ForBusinessAnalystsCraigBrown

BusinessAnalystTrainingMyagendaToexplaintheroleofthebusinessanalyst,TodiscussthemethodologydescribedintheBABOKTodiscusspracticaltipsandtechniquesfordoingthejobwellToreviewsamplerequirementsspecificationstogetanappreciationofwhatgoesintothemToprovidealistoffurtherresourcesanalystscancalluponforhelpYouragendaTheBusinessAnalyst

Context>Role>SkillsContextProjectsandSDLCWhyprojectsgowrongProjectteamrolesWhatBA’sdoRequirementsManagementBusinessProcessesHumanchangemanagementProjectPortfolioPlanning

PracticalskillsTechnicalskillsAnalysisexerciseQuestionsanddiscussionbreakbreakReleaseTestPlanMonitor&ControlImplementCloseBuildDesignRequirementsProductScopePMIProjectManagementProcessWaterfallDevelopmentProjectsandtheSDLCInitiateReleaseTestPlanMonitor&ControlImplementCloseBuildDesignRequirementsProductScopePMIProjectManagementProcessWaterfallDevelopmentProjectsandtheSDLCInitiateProductScopeProjectsandtheSDLCReleaseTestInitiatePlanMonitor&ControlImplementCloseBuildDesignRequirementsPMIProjectManagementProcessWaterfallDevelopmentSCRUMPRINCE2SIXSigmaAgileRADRationalEtc.Etc.ProductScopeProjectsandtheSDLCReleaseTestInitiatePlanMonitor&ControlImplementCloseBuildDesignRequirementsPMIProjectManagementProcessWaterfallDevelopmentSCRUMPRINCE2SIXSigmaAgileRADRationalEtc.Etc.ReleaseTestInitiatePlanMonitor&ControlImplementCloseBuildDesignRequirementsProductScopePMIProjectManagementProcessWaterfallDevelopmentSCRUMPRINCE2SIXSigmaAgileRADRationalEtc.Etc.PlanDoCheckActProjectsandtheSDLCReleaseTestInitiatePlanMonitor&ControlImplementCloseBuildDesignRequirementsProductScopePMIProjectManagementProcessWaterfallDevelopmentSCRUMPRINCE2SIXSigmaAgileRADRationalEtc.Etc.PlanDoCheckActBusinessAnalysis

andtheBABOKReleaseTestInitiatePlanMonitor&ControlImplementCloseBuildDesignRequirementsProductScopePMIProjectManagementProcessWaterfallDevelopmentSCRUMPRINCE2SIXSigmaAgileRADRationalEtc.Etc.PlanDoCheckActProjectsandtheSDLCPoorstrategicalignmentLongtimetodeliveryPoorriskmanagementProjectFailuresTherearemanyreasonswhyprojectsfail.PoorplanningLackofsponsorinvolvementIneffectivecommunicationLackofhandover(peoplechangemanagement)Teamskills(esp.interpersonalskills)Poorrequirementsmanagementisconsistentlyinthetop3reasons,regardlessofthesourceLackofformalpmprocessesPoorlydefinedobjectives/scopePoororwrongrequirementsThecostofbadrequirementsThefollowingareafewkeyfindingsanddatafromthestudy:Companieswithpoorbusinessanalysiscapabilitywillhavethreetimesasmanyprojectfailuresassuccesses.68%ofcompaniesaremorelikelytohaveamarginalprojectoroutrightfailurethanasuccessduetothewaytheyapproachbusinessanalysis.Infact,50%ofthisgroup’sprojectswere“runaways〞whichhadany2of:Takingover180%oftargettimetodeliver.Consuminginexcessof160%ofestimatedbudget.Deliveringunder70%ofthetargetrequiredfunctionality.Companiespayapremiumofasmuchas60%ontimeandbudgetwhentheyusepoorrequirementspracticesontheirprojects.Over41%oftheITdevelopmentbudgetforsoftware,staffandexternalprofessionalserviceswillbeconsumedbypoorrequirementsattheaveragecompanyusingaverageanalystsversustheoptimalorganization.Thevastmajorityofprojectssurveyeddidnotutilizesufficientbusinessanalysisskilltoconsistentlybringprojectsinontimeandbudget.Thelevelofcompetencyrequiredishigherthanthatemployedwithinprojectsfor70%ofthecompaniessurveyed.ThecostofbadrequirementsThefollowingareafewkeyfindingsanddatafromthestudy:Companieswithpoorbusinessanalysiscapabilitywillhavethreetimesasmanyprojectfailuresassuccesses.68%ofcompaniesaremorelikelytohaveamarginalprojectoroutrightfailurethanasuccessduetothewaytheyapproachbusinessanalysis.Infact,50%ofthisgroup’sprojectswere“runaways〞whichhadany2of:Takingover180%oftargettimetodeliver.Consuminginexcessof160%ofestimatedbudget.Deliveringunder70%ofthetargetrequiredfunctionality.Companiespayapremiumofasmuchas60%ontimeandbudgetwhentheyusepoorrequirementspracticesontheirprojects.Over41%oftheITdevelopmentbudgetforsoftware,staffandexternalprofessionalserviceswillbeconsumedbypoorrequirementsattheaveragecompanyusingaverageanalystsversustheoptimalorganization.Thevastmajorityofprojectssurveyeddidnotutilizesufficientbusinessanalysisskilltoconsistentlybringprojectsinontimeandbudget.Thelevelofcompetencyrequiredishigherthanthatemployedwithinprojectsfor70%ofthecompaniessurveyed.ThecostofbadrequirementsThefollowingareafewkeyfindingsanddatafromthestudy:Companieswithpoorbusinessanalysiscapabilitywillhavethreetimesasmanyprojectfailuresassuccesses.68%ofcompaniesaremorelikelytohaveamarginalprojectoroutrightfailurethanasuccessduetothewaytheyapproachbusinessanalysis.Infact,50%ofthisgroup’sprojectswere“runaways〞whichhadany2of:Takingover180%oftargettimetodeliver.Consuminginexcessof160%ofestimatedbudget.Deliveringunder70%ofthetargetrequiredfunctionality.Companiespayapremiumofasmuchas60%ontimeandbudgetwhentheyusepoorrequirementspracticesontheirprojects.Over41%oftheITdevelopmentbudgetforsoftware,staffandexternalprofessionalserviceswillbeconsumedbypoorrequirementsattheaveragecompanyusingaverageanalystsversustheoptimalorganization.Thevastmajorityofprojectssurveyeddidnotutilizesufficientbusinessanalysisskilltoconsistentlybringprojectsinontimeandbudget.Thelevelofcompetencyrequiredishigherthanthatemployedwithinprojectsfor70%ofthecompaniessurveyed.RequirementsProfessionals????ProjectFailuresIAGreportcanbeaccesseatRequirementsFailuresThevolumeandcomplexityofstakeholdersStakeholderexpectations&involvementWhoismanagingtherequirements-skillsoftherequirementsteamProcessNotdeliverablesRequirementsFailuresAvoidrequirementsfailurebydoingthesethings;Feedback Havedevelopersfeedbacktheirinterpretationofrequirementstothestakeholdersandclients.Doitearlyandoften.Useworkshops,wireframes,prototypes,ordocuments,butdoit.Bringpeopletogether Bringthesubjectmatterexpertsandrequirementsownersintothesameroomasthedevelopers.Getthemtalkingtoeachother.Ifyoucan'tbeinthesameroom,arrangeregularmeetings.Don'trelyonwrittencommunication.TherightRequirementsteam MakesureyourBAsaretrainedandhighlyskilledatrequirementsmanagement(ienotjustelicitation,butthewholeshebang.)Practical

tipsProjectTeamRolesProjectTeamRolesSponsorProjectManagerBusinessAnalystChangeManagerQualitySolutionsTeamLiaisonRolesProcessAnalystsTrainersTestersSolutionsArchitectsSMEsSystemsAnalystsTechnicalWritersUsersDesignersDevelopersSponsorProjectManagerChangeManagerQualityLiaisonRolesProcessAnalystsTrainersTestersSolutionsArchitectsSMEsSystemsAnalystsTechnicalWritersUsersDesignersDevelopersBusinessAnalystTheIIBAandBABOKCertificationMelbourneeventsBABOKChapteroverview

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Link2breakWHATDOESABADO?RequirementsManagementBusinessProcessesPeopleChangeManagementProjectPortfolioPlanningRequirementsManagementMATURITYLEVELS(SEI/IEEE)ChaosWrittenrequirementsOrganizedStructuredIntegratedBABOKKnowledgeareasDefiningtherole,resourcesetcBABOKandcontentsPlanningElicitationModellingandAnalysisCommunicationValidationVerificationEnterpriseanalysisStrategyandStructureBusinessProcessAnalysisFinancialanalysisandbusinesscasesConsultingskillsProjectManagementLevel3?BABOKKnowledgeareasDefiningtherole,resourcesetcBABOKandcontentsPlanningElicitationModellingandAnalysisCommunicationValidationVerificationEnterpriseanalysisStrategyandstructureBusinessprocessanalysisFinancialanalysisandbusinesscasesConsultingskillsProjectmanagementBasicSkillsRequirementsManagementPlanningElicitationCommunicationVerificationValidationPlanDoCheckActRequirementsintegrityLevel4?GuyBeauchampModernAnalystRequirementsintegrityGuyBeauchampModernAnalystBeautifulRequirements?????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????Level5?WHATDOESABADO?UnderstandthestakeholdersBreakworkdowntoactivitylevelWhodoeswhat,whenandwhy?Getlotsoffeedback(validation)ManageexpectationsthroughouttheprocessshouldRequirementsmanagementBasicSkillsRequirementsManagementPlanningElicitationCommunicationVerificationValidationRequirementsPlanningPlanbeforeyouactLackofCompletenessisthegreatestsourceofrequirementsproblemsIncorrectRequirementsisalsoanissueKnowthestakeholders,knowtheirbusinessBreakyourworkdowntodetailedtasksPlanschangeRequirementsElicitationDeskresearchInterviewsWorkshopsModelsFlowcharts(SwimLanes)UseCases(withstories)ContextDiagramsStateTransitionRememberActivityLevelMethodHRequirementsCommunicationKnowwhoneedstoknowHaveenoughtimetocommunicateeffectivelyCommunicatethroughthewholelifecycleNosurprises,BadnewsearlyPlanyourcommunicationRequirementsVerificationDocumentReviews3dayreviewcyclesdon’talwaysworkwellTellpeopleinadvanceReviewsandInspectionsareoneofthemosteffectivemethodsofRequirementsQAWalkthroughworkshopshavestrengthsandweaknessesS:GroupSynergiesW:TimeandeffortPeerReview,ManagerReview,TesterReviewLookforcompletenessandaccuracy(in

thatorder)RequirementsValidationTestingV-ModelandAgilebothhighlighttestdrivendevelopment,beginningwithrequirements.Waterfallalsoreliesheavilyontesting(%oftime/effort)UATBAroleinplanning,participating,assessingimpactofbugs,troubleshooting,workarounds,stakeholdersexpectationsBusinessAcceptanceContractperspective,Responsibilitiesofbothprojectandbusiness,OverlappingperiodValidationisdonebypeople.Takethemonthejourney.Designer/ProgrammerScope/HighlevelrequirementsWorkshopsandInterviewsIdentifyConstraintsReviseScope/BusCaseIdentifyStakeholdersDocumentBusinessRequirementsApproveBusinessRequirementsSolutionDesignAssessDesignRequirementsManagementChangeManagementBAactivitiesRTMUATReadyforServiceChangeMgtPlanCommsPlanTrainingBusinesspersonITBABusBASystemsAnalystBusinessAnalystStakeholdersITmanagers,InfrastructureandnetworkSMEsStakeholdersBusinessManagersandSMEsPMBusinessProcesses3ThingsUsecasesSwimlanesContextdiagramsUseCasesCaseuserTynerBlain:UseCasesSwimlanesActor1Actor2Actor3Actor4Verb/nounBinarydecisionsActivitylevelparticipantsBoundariesHand-overBeginandendinsamelaneContextdiagramsInformationflowExternalInternalDrillingdownContextBoundary…andUMLDiagramfromWikipedia…andUMLDiagramfromWikipedia