Case Study: Challenges and Success Factors in Establishing Value Driven Business Analysis Organizations

Transcription

1 Case Study: Challenges and Success Factors in Establishing Value Driven Business Analysis Organizations KOJI SHIOTA Nov CreaVision Ltd 1

2 Introduction KOJI SHIOTA MBA, CBAP, PgMP, PMP, TOGAF9 President & CEO, CreaVision Ltd. VP Research, IIBA Japan Chapter President, Iasa Japan Chapter Business experience IT consultant at NTTDATA Corporation Business Analyst, Enterprise Architect, Program/Project manager, PMO at Sony Corporation CreaVision Ltd 2

3 Outline Background Lessons learned from initial implementation of business analysis organization Work model to realize business transformation - Business Architect and Business Analyst - Role of BA COE Internal transformation and development of BA Resource Global CoP of BA Organization CreaVision Ltd 3

4 Background CreaVision Ltd 4

5 IT project success rate trend in Japan Y2008 Nikkei Computer Success 31.1% Success 75% (67~81%*) Y2014 Nikkei Computer *Distributed by project size Question: What Criteria? CreaVision Ltd 5

6 Success rate of Change Program Success rate that Change Program met the expected results of the organization these five years Almost achieved 38% CFO~ Reference: PWC s presentation material based on the report of Portfolio and Programme Management 2014 Global Survey CEO~ CreaVision Ltd 6

7 Common Issue in a big multinational company Company CATS Executive Team BU1 BU2 BU3 BU4 事業部事業部事業部事業部事業部 (BU) KPI 事業部 (BU) KPI 事業部 (BU) KPI 事業部 (BU) KPI (BU) (BU) (BU) (BU) US Region A US Region B Region C CreaVision Ltd 7

8 Challenge for business transformation Cross Function Cross BU Cross Region Resistance for Change Independent projects led to Patchworks Lack of Skill Business and IT Conflict CreaVision Ltd 8

9 Form initial BA team CreaVision Ltd 9

10 Build BA organization to drive transformation Business Analysis Team Key Driver for Business Transformation across organizations CreaVision Ltd 10

11 2 BA s Role Business Architect Business Analyst (Project based) CreaVision Ltd 11

12 Case1: Architecture driven approach Build Business Architect Team (with Enterprise Architect Team) Key Tools Business Process Architecture Model Mid Range Planning and Roadmap Governance Review CreaVision Ltd 12

13 Identify Nature of Each Business Process Business Process Business Process Category Customer Service Service management Repair parts management Core? Non-core? Quickly Changing? Stable? Unification? Coordination? Replication? Diversification? Global? Regional? Local? Product categorywise? Product category Common? Define the criteria for judgement of business process standardization roadmap CreaVision Ltd 13

14 Fit into the business management process Regular activity (Run the business, MRP, Annual plan(budget)) Project activity Business event Enterprise Level Business plan ideation MRP Annual plan Project Level Project Conceptualization Project initiation/ planning Design/Development/ Test/Migration Planning Group & PMO MRP Review Budget Review Plan Review Design Review BA& EAO *EAO: Enterprise Architecture Office Architecture Review BP Architecture Architecture Review BP Roadmap CreaVision Ltd 14

15 Challenge of Architecture driven approach Beautiful diagram and roadmap, but don t work Lack of implementation/operation capability Too much reliance on governance review Lack of mutual trust between architect team and project team CreaVision Ltd 15

16 Key lessons learned from Architecture driven approach Reliance on Governance(Process) improves the organizational capability only to a certain level Actual architect skill and human resource are necessary to operate and realize real change CreaVision Ltd 16

17 Case2: Project BA Approach Build Business Analyst Team (Project based) Key Tools Business analysis methodology Project initiation/planning and execution skills Strong communication and coordination CreaVision Ltd 17

18 Connect and align when projects are initiated Limited Scope to cover Project Project Project Scope out Business Analyst Team Management Scope Project Unknown CreaVision Ltd 18

19 Methodology alignment with system implementation Synchronize the project activities with the existing organizational asset Project Activity Run the business GW GW GW Release QCD ROI Review Review Business Analysis Business case Plan and design BPR planning change Requirement analysis BPR execution plan Change realization Accept test Biz Operation Implement change Benefit review system implementation Project Management High-level system solution Initiation System implementatio n planning BABOK + Company Planning Practice Requirement analysis System design Design/Dev/ Test Execution, monitoring and control Pick up some System Ops. practices of Change Closing Management CreaVision Ltd 19

20 Challenge of Project BA approach Limited projects are captured Limited influence and governance to enterprise-wide optimization Inefficient work model to coordinate and align with external stakeholders and other projects CreaVision Ltd 20

21 Key lessons learned from Project BA approach Need to create the scheme to collect initial information of all initiatives before official kick-off Strong competency of business analysis and change management are required and need to be trained CreaVision Ltd 21

22 Reinforce BA team and engagement model CreaVision Ltd 22

23 Course of action Lessons learned Need both Business Architect and Business Analyst (Project based) roles to realize total optimized business transformation Need to build Organizational and Individual BA capability Rebuild BA Engagement Model Rebuild BA resource capability CreaVision Ltd 23

24 New engagement model Integrate 2 key processes for transformation Running business Business Managements/SME Architecting specific business vertically Architecting business process horizontally Business Architect Business Process Architect Governance & Future blueprint Business Analyst (Project BA) Drive business transformation program/project activity Change implementation CreaVision Ltd 24

25 Connect 2 key processes and IT operation MRP Annual Plan Demand Management Process Project initiation - Implementation Business Architect Business Process Architect Business Analyst (Project BA) Solution Dev org. (IT Group) PJ Roadmap Budget PJ Pipeline Resource PPM Information sharing PJ PJ Realize change of business System implementation CreaVision Ltd 25

26 Operational support for Business Process Architect Business Process Architect 2 Roles Plan Governance and control Decision-making BP Vision, Process governance review, BP change control decision-making, Process Maintenance BPM Operation BPM Supporter (BA COE) Maintain the process map, Organize BP Change Control Meeting, CreaVision Ltd 26

27 Build COE (Center Of Excellence) Running business Business Managements/SME Architecting specific business vertically Architecting business process horizontally Business Architect Business Process Architect Support BA activity Provide resource BA COE Business Analyst (Project BA) Drive business transformation program/project activity Organizational BA Supporting group CreaVision Ltd 27

28 Role of COE (Center Of Excellence) BA COE (Center Of Excellence) as Organizational Capability Development Engine On site BA Verification& Advisory BA Resource Development BA Methodology & Knowledge BA Tool CreaVision Ltd 28

29 Practical skill categorization for BA resource Business Analysis Technical Skill Elicitation (Facilitation, Workshop, Active listening, etc) Modeling Documentation, Presentation Human skill Business Knowledge General and wide business knowledge Deep dived business knowledge of specific domain Project Management Technical Skill Business analysis planning and controlling Management of change implementation IT Knowledge General IT knowledge to communicate with engineers Solution evaluation CreaVision Ltd 29

30 Expected skills for each role Business Architect Business Knowledge Business Process Architect Business Knowledge Business Analysis Technical Skill IT Knowledge Business Analysis Technical Skill IT Knowledge Project Management Technical Skill Project Management Technical Skill Business Analyst (Project BA) Business Analysis Technical Skill Business Knowledge Project Management Technical Skill IT Knowledge Legend Anchor skill (Primary) Core skill (Secondary) Supporting CreaVision Ltd 30

31 Identified 3 types of candidates for Business Analyst Select high potential candidates and transform their skills Business Analysis Technical Skill Business Knowledge Business SME familiar to project activities Project Management Technical Skill IT Knowledge Business Analysis Technical Skill Business Knowledge System requirement analysis role in system design & development team Project Management Technical Skill IT Knowledge Business Analysis Technical Skill Business Knowledge System Project supporting PMO Project Management Technical Skill IT Knowledge CreaVision Ltd 31

32 How do we develop senior Business Analyst? Big Chasm Junior/Middle Business Analyst Senior Business Analyst Change Agent Drive the change My problem Facilitator/Coordinator Elicit and model requirements Their problem CreaVision Ltd 32

33 Competency development necessity for Senior Business Analyst Performance Growth of competency (Personal attitude) Need to open the gate Senior BA Growth of Skills Junior/Middle BA Growth of Knowledge Experience CreaVision Ltd 33

34 How do we develop senior Business Analyst capability? Senior Business Analyst( Change Agent ) development Program Short Cases Frame work Individual s activity Accept responsibility Commit ment Reflection Recognize role Selfawareness Gain change of behavior through accepting role and responsibility Team discussion& awareness Gain different ideas and awareness CreaVision Ltd 34

35 Develop BA community as a platform for governance CreaVision Ltd 35

36 How do we buy in global colleagues? Platform of knowledge sharing Identify local BA team Share HQ intention and gain mutual understanding of context and practice Global tour and global BA summit meeting Platform of collaboration Start small joint Working Group and assign WG leader globally Start to share the role globally Select the best practice and develop global standard Platform of governance Create unified global community (same vision) Establish the foundation of global governance WG WG Unified CoP CreaVision Ltd 36

37 How do we buy in global colleagues? Platform of knowledge sharing Identify local BA team Share HQ intention and gain mutual understanding of context and practice Global tour and global BA summit meeting Platform of collaboration Start Internal small joint Working Group and assign WG leader globally Start to share the role globally Select the best practice and develop global standard Change Management - Shift Local mind-set to Global mind-set - Platform of governance Create unified global community (same vision) Establish the foundation of global governance WG WG Unified CoP CreaVision Ltd 37

38 Create BA Eco System BA Vision & Governance BA Operation Process BP Architecture BPM BP Reform (Project) Knowledge/ Resource Pool BU BU BU Feedback BPM Support TRUST Project Support BA CoP (Community of Practice) Resource knowledge BA COE CreaVision Ltd 38

39 Summary CreaVision Ltd 39

40 Summary Business transformation requires both total optimizing architecture capability and change realization capability Business Architect as Change Leader and Business Analyst as Change Agent are 2 essential driving forces for business transformation BA COE drives the growth of people and knowledge Business process governance and management process work well on good BA community environment CreaVision Ltd 40

41 Thank you! KOJI SHIOTA shiotakj(facebook) CreaVision Ltd 41