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1 Click to edit Master title style Click Crawl, to edit Master Walk, subtitle Run: style Starting a Business Analysis Community of Practice Tim Kramer Sr. Business Analyst TE Connectivity October 6, 2016

2 About Me Tim Kramer has over 18 years of experience in the IT field and has held roles as a Developer through Project Manager in Government, Software Consulting, Manufacturing, Healthcare, Aerospace Defense & Marine, and Engineering industries. A goal-focused problem solver with business analysis and project management expertise with a strong background in implementing enhanced process improvement projects and providing technology solutions in large and small organizations. With a focus on aligning goals and objectives to the organization's vision and mission, Tim is currently responsible for building a Business Analysis Community of Practice, designing and implementing a Design Thinking program, integrating UX into the BA role, and mentoring and coaching the BA team with a focus on the 6 knowledge areas outlines by the BABOK. Tim is passionate about the discipline of business analysis using Lean tools to provide value to the organization. Interesting Fact: In 1992, I was in the political satire movie, Bob Roberts Contact Info: tim.kramer@te.com (m)

3 Agenda TE Connectivity Well Known Issues Brief History of Business Analysis at TE Business Analysis Community of Practice Why? Steps Towards Establishing Greatness Business Analysis Maturity Model and Measurement Q&A 3

4 Innovation Leadership 13,500 PATENTS granted or pending $ 625M invested in R&D and Engineering FY15 7,000+ ENGINEERS globally ENGINEERING CLOSE TO OUR CUSTOMERS 2015 THOMSON REUTERS TOP100 GLOBAL INNOVATORS 5 YEARS IN A ROW 2015 BEST INNOVATION PRACTICES FROM A MULTINATIONAL COMPANY Recognition from the Shanghai Government 4

5 TE Sales by Segment FY15 SALES In US$ Billions TRANSPORTATION Automotive, Commercial Transportation, Sensors INDUSTRIAL Aerospace, Defense, Energy, Industrial Equipment, Oil & Gas COMMUNICATIONS Appliances, Data & Devices, SubCom $ 6.3B $ 3.2B $ 2.7B 5

6 Our Connected World TE is the World Leader in Connectivity & Sensor Solutions $ 170 BILLION CONNECTIVITY AND SENSOR MARKET 6 %* GROWING ANNUALLY *6% estimated annual market growth rate over the next 5 years 6

7 Unmatched Resources Close to Our Customers EMEA CHINA ASIA * (EXCLUDING CHINA) AMERICAS $ 3.9B $ 2.4B $ 4.1B $ 1.8B Design Centers Manufacturing Sites Engineers 2,250 2, ,170 *Including India $ 12.2B FY15 SALES WORLDWIDE 7

8 WORLD S MOST ETHICAL COMPANIES by Ethisphere Institute Second Consecutive Year COMMUNITY GREENHOUSE GAS EMISSIONS * 27 % Reduction 90/100 SCORE WATER USAGE * 34 % Reduction IN HUMAN RIGHTS CAMPAIGN EQUALITY INDEX 4 TOP CONFLICT MINERALS INFLUENCE LEADER th by Assent Compliance 1,400 CHARITABLE ORGANIZATIONS supported in FY15 by TE and the TE Connectivity Foundation Listed on DOW JONES SUSTAINIBILITY INDEX Fifth Consecutive Year COMMUNITY AMBASSADOR PROGRAM Over 100 TE Employees provide local leadership with our stakeholders, including employees, government officials, and community partners. *FY , represents absolute reductions, and does not include sites related to our divested Broadband Network Solutions business or sites related to our recent acquisition of Measurement Specialties. 8

9 Well Known Issues 9

10 Leading Culprits Scope Creep Poor Communication Lack of Stakeholder Involvement Inadequate Executive Management Support Poor Requirements Management 10

11 Poorly Performed Requirements Management Leads to Project Failure Low Requirements Management Maturity Business Objectives Achieved Project Duration Increase 74% 54% 35% 2013 Project Failure 2014 Project Failure 32% 37% Source, The Business Analysis Benchmark by Keith Ellis, 11

12 Companies with Poor Business Analysis Capability Will Have 3X as Many Project Failures as Successes. 80% 70% 60% 68% 60% 50% 40% 41% 30% 20% 10% 0% Project Failure Increase in Spending IT Development Budget 12 Source, The Business Analysis Benchmark by Keith Ellis,

13 Brief History of Business Analysis at TE 13

14 What would you say ya do here? 14

15 Brief History In 2012 TEIS wanted to have a BA Training Program established A trial program was put into place, but there was a cost involved so no sponsorship was secured PMO found a certification program through Skillsoft Learning at zero cost A program was put into place with the recommended courses Primary BAs needed to complete the training as part of the TEOA Starlevel 3 15

16 Observations About the BA Role Training is too much theory but very little application Leverage industry best practices from IIBA Understanding of the need for more qualified Business Analysts on projects Necessary time to accomplish business analysis tasks not given on projects Increase BA organizational maturity level Recognized a need to establish a Business Analysis Community of Practice to help improve speed and quality of solution delivery Lack of focus and sponsorship on Business Analysis as a competency contributed to lengthy and costly implementations No time to do it right, but plenty of time to do it over (and over) Build BA Competency List *42% of CIOs rated IT Business Analysis as a TOP technical skills gap in their organization 16 *Deloitte 2013 CIO Survey

17 Challenges Business Analysts are More Than Just Partner with the Business to Achieve Strategic Goals 17

18 5 People Development Does DES have a common understanding of the role and responsibility of a Business Analyst? Does DES commit to the development of the Business Analyst role? Does DES provide career development opportunities for a Business Analyst to progress? How would you rate the Advanced Business Analysis Training through Skillsoft?

19 NO YES 100% 90% 94% 94% 94% 80% 81% 70% 75% 75% 60% 50% 40% 50% 50% 30% 20% 25% 19% 25% 10% 0% Does DES offer a strong BA community of practice or BA culture? 6% Does DES offer centralized resources for Business Analysts? Does DES have rotational programs in place to learn different business areas and technical domains? Does DES have centralized training opportunities for business analysis? 6% Do the Business Analysts actively share information through collaboration tools and social media? Do the Business Analysts share information and best practices through frequently held meetings? 6% Do you think the Business Analyst community would perform better if there were more collaborative opportunities?

20 Business Analysis Community of Practice Why? 20

21 What is a Community of Practice? 21 Communities of Practice is a phrase that refers to the ways in which people naturally work together. It acknowledges and celebrates the power of informal communities of peers, their creativity and resourcefulness in solving work problems, and inventing better and easier ways to meet their commitments. What s the Difference? Community of Practice Common Interests Informal Voluntary Dynamic Common Long Lasting Activities Self-organizing Process Oriented Knowledge Sharing Defined by Knowledge Teams Common Goals Formal Assigned Roles More Static Till Job is Done Hierarchical Goal Orientated Cooperation Defined by Tasks

22 Starting Points Purpose & Mission BA Community of Practice Purpose: To Provide a Forum for continuous improvement of TE s business analysis skillset through collaboration, mentoring, and education. Mission: Cultivate a cohesive BA Community that aligns with the Project Management Council and the overall goals of TEIS. Grow the community of professionals who are collaboratively dedicated to the continuous advancement of the BA skillset. 22

23 23

24 Steps Towards Establishing Greatness 24

25 Sr. Level BA Leader for BA Learning Series Holistic, Enterprise View EBA Manage the BA Maturity Model Consult on Complex Enterprise Projects Partner with Business Sponsors

26 Business Analyst Engagement BAM & EBA Enterprise Planning Execution & Control Closing Pre- Project Monitoring G0 Initiating Planning Executing and G1 G2 G3 Controlling G4 Complete /Closing BAM Identify current & future BA resource demand Partner with business stakeholders Assign and Allocate resources in TE Project Ensure alignment with current enterprise priorities EBA Provide support to Business Capability and Strategy Planning Assist Business and IT to define capabilities, features, and scope for program initiation Partner with BAM, AM, EA on assessment of new projects Provide guidance to BAs on delivery approach for approved projects Provide guidance to BA Team on work process & requirements management to enable re-use of BA artifacts Partner with Program and Project Management on delivery approach Manage BA Peer Review execution & ensure the quality of BA artifacts by reviewing BA deliverables Approve BA deliverables submitted for Stage Gating Recruit, Retain, Develop & Deploy BA resources appropriately and Plan Future BA Resource requirements Ensure accurate representation of BA resources & their allocations in TE Project Consult as needed across all projects & initiatives, focusing on major enterprise projects Partner with Enterprise Architecture & Business Process Management to ensure solution delivery stays aligned with enterprise strategies Act as advisor to all business analyst roles Drive quality throughout BA Community of Practice Develop & align on BA best practices & assess our BA Practice Maturity Continuously improve on BA process, tools & templates BAM EBA LEGEND BAM (Business Analyst Manager) EBA (Enterprise Business Analyst) BRM (Business Relationship Manager) BA (Business Analyst) EA (Enterprise Architect) AM (Application Manager)

27 Business Analyst Engagement BA Enterprise Planning Execution & Control Closing Pre- Project Monitoring G0 Initiating Planning Executing and G1 G2 G3 Controlling G4 Complete /Closing BA Contribute to Program Charter Create Program Features Document (PFD) Participate in development and evaluation for Request For Information (RFI) & Request for Proposals (RFPs) Develop BA Approach & timeline for BA Deliverables for Estimates Validate Business Case and Intake Documents BA BA BA Validate Business Case & Project Intake information Assess Current & Future State Business Process Definitions Finalize BA Approach for project deliverables Consulted by PM on: o Project Timeline Definition o Issues/Risks/Dependencies & Assumptions Definition o Capability & Feature Alignment to overall Program Goals & Objectives Create BA Artifacts (ie: RMP, RTM, etc.) Assist in Project Business Prioritization Elicit Requirements and capture/document VoC Develop Business Requirements, Business Solution Design, Requirements Traceability Matrix (RTM) Create BA Artifacts (ie: BRD, BSD, Use Case) Ensure solution alignment to overall Program Goals Consulted by IT PM on: o Major Scope changes o Project Timeline updates o Issues/Risks/Dependencies & Assumptions updates Review Technical Design Documents (TDD) Consulted by IT PM on: o Major Scope changes o Project Timeline updates o Issues/Risks/Assumptions & Dependencies updates Collaborate with Project Team to maintain RTM Assist the Business in creation & validation of UAT Test Cases Provide support during UAT to identify defects & Change Requests. Analyze defects & develop Change Requests as needed Ensure solution Alignment to overall Program Goals Contribute feedback to IT PM on Lessons Learned based on Post-Mortem activities Support transition to Solutions Delivery Transition ownership to the end user community LEGEND BA (Business Analyst) RMP (Requirements Management Plan) RTM (Requirements Traceability Matrix) VoC (Voice of the Customer) BRD (Business Requirements Document) BSD (Business Solutions Document) UAT (User Acceptance Testing)

28 Improve the Quality of BA Work through Education & Training Empathize Define Ideate Prototype Test Design Thinking User Experience UX Master Certification UX Design Crafting Personas and Scenarios CBAP/CCBA PMI-PBA Business Process Management Business Relationship Business Analysis Scrum CSM User Stories Story Boards Agile 28

29 Provide consistent BA guidelines, processes and tools and assign BAs to functional areas to improve domain expertise Improve the Quality of BA Work - Consistency Peer Reviews Business Case RTM Project Engagement Business Process Improvement Process Templates RMP BRD Assumptions Guidelines Support Dependencies Capabilities Features Skills Matrix Local Region 29

30 People Putting the necessary people in the right place Educate and develop the necessary skills for success Process Standardize and formalize the process Implement at both the program and project level Technology Utilize industry standards to ensure necessary technology is in place Understand the purpose behind technological solutions Culture Instill a sense of urgency with executive management and sponsors Emphasize the business value on requirements management as a critical component 30

31 Start laying the foundation for the BA Community of Practice and leverage success stories along the way BA Community of Practice delivering maximum value Sponsor a Business Analysis Community of Practice Internalize the Business Analyst Role Establish the Enterprise Business Analyst Develop the Business Analysis Engagement Model Improve Quality of Business Analyst Work Extend External Network Down the road we see an Engaged BA Community that can deliver quality solutions faster Establishing a Business Analysis Community of Practice is one approach we are taking to address the challenge of improving speed and quality of delivery of our solutions

32 Business Analysis Community of Practice Timeline FY2016 Q1 Q2 Q3 Q4 FY2017 Q1 Q2 Q3 Q4 FY2018 Q1 Q2 Q3 Q4 People Internalize BA Role Sponsor BA Community Design Thinking & UX Integration BA Certification Program Establish EBA Role Support BA Community and Engagement Activities Process Develop BA Engagement Model Establish BA Learning Plan Establish BA Peer Review Enterprise Analysis Tools Design BA Toolkit Measure BA Maturity Requirements Management Tool Measure BA Maturity Measure BA Maturity

33 Business Analysis Process Flow Requirements Definition Requirements Management Enterprise Analysis Communication Validation Elicitation Impact Analysis Status Tracking Collaboration Specification Analysis Change Control Tracing 33

34 Leading Culprits Scope Creep Poor Communication Lack of Stakeholder Involvement Inadequate Executive Management Support Poor Requirements Management 34

35 Increased Communication and Collaboration Increase in Executive Management Support Increase in Stakeholder Involvement Value on Business Analysis Implement Requirements Management to avoid Scope Creep 35

36 Extend the External Network 36

37 Business Analysis Maturity Model & Measurement 37

38 Create the Maturity Model Define Stages of a BA Use the Six Knowledge Areas Elicit Feedback From Stakeholders 38

39 Manage Maturity Enabled by organizational and leadership recognition of business analysis About the levels of capability and efficiency across its people, processes, and tools Achieved by continuously monitoring capabilities identifying areas for improvement implementing improvements 39

40 Planning Monitoring Analyzing Communicating Controlling Continuous Process Throughout a Project 40

41 Crawl, Walk, Run but don t forget to fly! Plan, Plan, Plan Gain Executive Support Choose Right over Fast Develop Main Pillars Focus on People Develop a Maturity Model Communicate to the Organization Be Realistic Deliver Small Wins Leverage Communicate & Collaborate Learning Program Established Internal Certification Measure Maturity Alignment with Project Management Execute Governance Improved Maturity More Sr. Level Business Analysts EBA Role Established Partnership with CIO Group Future State +2 yr Engaged BA Community providing fast & efficient solutions Strategic Analysis Extending the BA Network Basic Foundation Strong Community Recognized Value Maximum Value 41

42 Thank you for Your Time & Attention

43 End of Presentation Additional Slides for Reference Only 43