Effektive Kommunikation in der Business Analyse mit den richtigen Modellen
IIBA Germany Chapter e.V.
zu Gast bei Signavio in Berlin Juni 2016
Agenda
1. Vorstellung und Einleitung
2. Business Analyse im Projektkontext
3. CBAP Zertifikat und BABOK Guide
4. Knowledge Areas des BABOK
5. Modellierungstechniken im BABOK
6. PMO Prozess als Beispiel
7. Effizienz von Modellierungstechniken
8. Fazit
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Dipl. Ing. Rainer Wendt, CBAP, PMP, PMI-PBA, SCT
Ing. Nachrichtentechnik 25+ Jahre internationale IT Erfahrung in - Softwareentwicklung und -architektur - Projektleitungen in Telekommunikation und Finanzindustrie - Anforderungsmanagement, Business Analyse - Risikomanagement - Change Management - Training, Coaching - u.v.m Präsident IIBA Chapter Germany e.V. Geschäftsführer der masVenta Business GmbH
Vorstellung
IIBA Germany Chapter e.V.
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2014 Project Success Rate
31%
16%
53% Cancelled
Sucessful
Challenged
Source: CHAOS Report by The Standish Group, 2014, 365 Respondents
IIBA Germany Chapter e.V.
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Project Challenge Factors
0% 2% 4% 6% 8% 10% 12% 14%
New Technology
Unrealistic Time Frames
Unclear Objectives
Unrealistic Expectations
Lack of Resources
Technology Incompetence
Lack of Executive Support
Changing Requirements & Specifications
Incomplete Requirements & Specifications
Lack of User Input
Source: CHAOS Report by The Standish Group, 2014, 365 Respondents
IIBA Germany Chapter e.V.
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IIBA’s Driver
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The International Institute of Business
Analysis (IIBA) is a growing Community of
BA Professionals
– 29,000+ Members
– Chartered Chapters: 116
– Over 240 Corporate Members
– CCBA/CBAP® Recipients: 7,297 (DE 50)
– 285 Endorsed Education Provider
– Established in 2003 in Toronto Canada
IIBA Germany Chapter e.V.
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Business Analyse im Projektkontext
Source: BABOK v3
Business Need Business Case
Assess Value & Performance
Design & Work Go/No Go Decision
Go Live Vision Project Live
Quelle: BABOK v3, masVenta IIBA Germany Chapter e.V.
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Das CBAP® Zertifikat
Weltweit anerkanntes, professionelles Zertifikat für Business Analysten auf höchstem Niveau (vergleichbar mit PMP®)
Zertifizierte CBAP® haben nachgewiesene 7500 h (mind. 5 Jahre) Projekterfahrung in der Business Analyse, sind deshalb erfahrene Senior Professionals.
Ein CBAP® hat gute Kenntnisse im Projektmanagement nach PMBOK ®, da das BABOK ® in vielen Aspekten daran orientiert ist.
Die meisten CBAP® sind zu finden in Banken und Versicherungen, Telekommunikation und andere Branchen folgen.
Derzeit mehr als 6.000 CBAP® weltweit, Wachstum > 20% p.a.
CBAP® Examen: 3,5 Stunden Klausur mit 150 Fragen, abzulegen nach Zulassung in anerkannten Prüfungsinstituten.
Examen für BABOK Version 3.0 ab ca. September 2016 verfügbar, mindestens bis dahin bis können noch v2 Prüfungen abgelegt werden
„The Gold
Standard“
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BABOK® v3 - Business Analysis Core Concept Model (BACCM TM)
“Die Vorgehensweise Changes im Kontext von Unternehmen zu ermöglichen durch die Ermittlung des Bedarfs und die Empfehlung von Lösungen, die den Stakeholdern einen Wertbeitrag liefern”
11 Quelle: BABOK v3
The Guide to Business Analysis Body Of Knowledge
Der globale Standard für Business Analyse
Herausgeber: International Institute of Business Analysis (IIBA) in Toronto, Kanada
514 Seiten, 6 Wissensgebiete
5 Perspektiven wie Agile, BI, BPM…
Grundlage für die Zertifikate CCBA® und CBAP®
Viele Techniken und anerkannte Best Practises
BABOK v3.0 ist erschienen am 15. April 2015
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Wissensgebiete des BABOK v3
13 Quelle: BABOK v3
3.2 Plan Stakeholder Engagement
Identify stakeholders - who- ever is directly or indirectly impacted by the change
Understand stakeholder re. their level of interest, concerns and attitudes
Determine authority levels and potential influence in order to prepare solution acceptance as early as possible
Refine and adapt your approaches to the particular situation and stakeholder preferences
Structure and group stakeholders for easier management
IIBA Germany Chapter e.V.
14 Quelle: BABOK v3, masVenta
Are there any concerns? I know what I
need but…
I cannot understand these complicated IT specifications and I don‘t want to dig into this
I rather want to see how the solution looks like!
Can I play around with the solution before it goes live?
4.2 Conduct Elicitation
Draw out, explore, and identify information relevant to the change
Elicitation types:
Collaborative: Direct interaction with stakeholders
Research: Uncover information not directly known by stakeholders
Experiments: Identify information by observing or conducting special tests
Stakeholders should be involved if helpful and possible
IIBA Germany Chapter e.V.
16 Quelle: BABOK v3, masVenta
4.5 Manage Stakeholder Collaboration
Encourage stakeholders to work towards a common goal
Pay most attention to stakeholders with high influence
Capitalize on positive reactions, mitigate negative reactions
Continuously monitor stakeholder attitude
Build, maintain and strengthen the supporters
IIBA Germany Chapter e.V.
17 Quelle: BABOK v3, masVenta
The [hidden] spirit of the BABOK®: Eliciting, modelling and collaborating…
• Elicit Requirements asking the right questions, starting with „Why?“
• Use models to facilitate the elicitation and collaboration until the requirements are mature enough to be developed
IIBA Germany Chapter e.V.
18 Quelle: masVenta
Most commonly used IT modelling families
Structured Analysis
Event-driven Process
Chains (EPC)
Unified Modelling Language
(UML)
Business Process
Modelling and
Notation (BPMN)
1980 1990 2000 2010
For Data: Entity Relationship Diagram (ERD)
IIBA Germany Chapter e.V.
19 Quelle: masVenta
Some selected BABOK® Modelling Techniques
Process Analysis and Modelling
Flowcharts and Value Stream Mapping (VSM)
SIPOC and Value Stream Analysis
Data Flow diagrams and UML® diagrams
Business Process Model and Notation (BPMN)
IDEF 0/3 and IGOE diagrams
used in the business domain
used for process modelling
used in the information technology domain.
used across both business and information technology domains; is increasingly adopted as an industry standard
Used for establishing scope
Business domain
Process modelling
Information Technology
Leading for Both Business and Information Technology domains
IIBA Germany Chapter e.V.
21 Quelle: masVenta
The SIPOC Model
Source: BABOK v3 IIBA Germany Chapter e.V.
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Context- and Data Flow Diagrams
http://yourdon.com/strucanalysis/wiki/index.php/File:Figure91.jpg
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From classic Flowcharts to UML Activity Diagrams
Source: BABOK v3 IIBA Germany Chapter e.V.
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From UML Activity Diagrams to BPMN
Source: BABOK v3 IIBA Germany Chapter e.V.
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Decision Modelling
• Used in Business Rules Management
• Decision Model and Notation
• New standard is the DMN v1.0 by the OMG Group
• To be used alongside with BPMN 2.0
Source: BABOK v3 IIBA Germany Chapter e.V.
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New Project Approval PMO Process
IIBA Germany Chapter e.V.
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Prototyping
• Create a model or design of the desired solution to facilitate further requirements elicitation and validation
• Prototypes can be throw-way or evolutionary/functional
• Prototypes are used to learn about: – Proof of Concept
– Proof of Principle
– Form factor
• Methods – Storyboarding
– Paper Prototyping
Usability
Visual appearance
Functional behavior
Workflow Modelling
Simulation
Quelle: masVenta IIBA Germany Chapter e.V.
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Evolutionary/Functional Prototyping Tools
Quelle: iRise IIBA Germany Chapter e.V.
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When to use which modeling technique? Relative Effort Relative Benefit Efficiency Total
Modelling Technique
Primarily used for Can be created by
Business IT Business IT Business IT
Evolutionary Prototyping
User Experience, Workflow, IT
IT 3 9 9 9 3,00 1,00 2,00
DFD/UML Business Processes, Scoping, IT
Business 3 4 8 5 2,67 1,25 1,96
BPMN, DMN Business Processes, Workflow, IT
IT 4 8 9 9 2,25 1,13 1,69
Throw-away Prototyping
User Experience, Workflow, IT
Business 4 4 9 9 2,25 2,25 2,25
Organizational Business Processes, Workflow
Business 1 2 2 2 2,00 1,00 1,50
IDEF/IGOE Business Processes, Scoping
Business 3 3 5 5 1,67 1,67 1,67
Data (ERD) Data Analysis & Modelling, IT
IT 6 6 8 5 1,33 0,83 1,08
EPC/ARIS Business Processes, IT Business 6 6 7 5 1,17 0,83 1,00
SIPOC/VSM Business Processes Business 5 3 5 2 1,00 0,67 0,83
Source: masVenta Business GmbH IIBA Germany Chapter e.V.
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Modelling Efficiency for Business and IT
0,00 0,50 1,00 1,50 2,00 2,50 3,00
SIPOC/VSM
EPC/ARIS
Data (ERD)
IDEF/IGOE
Organizational
BPMN, DMN
Throw-away Prototyping
DFD/UML
Evolutionary Prototyping
Business
IT
Source: masVenta Business GmbH
Highest Total Efficiency of 2.25
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Fazit
Unklare oder unvollständige Anforderungen gehören zu den größten Herausforderungen in Projekten
Modelle helfen allen Stakeholdern beim Verständnis und der Genehmigung von Anforderungen
Business Analyse nach BABOK hilft mit Best Practices, diese Vorgehensweisen bestmöglich zu strukturieren
Die Auswahl der richtigen Modelle ist erfolgskritisch!
Zur effektiven Kommunikation sollten Stakeholder in die Entwicklung von Modellen eng eingebunden sein
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Unser nächstes Chaptermeeting Business Analyse mit den richtigen Methoden
Termin: 29. September 2016, 9:00 bis 14:00 Ort: microTOOL GmbH, Voltastraße 5, 13355 Berlin Anmeldungen bei XING oder https://germany.iiba.org
Agenda
9:00 Empfang und Kaffee
9:45 Kommunikation in der Business Analyse - Rainer Wendt
10:30 Networking-Kaffee
11:00 Business Analyse in agilen Projekten - Ursula Meseberg, Geschäftsführerin der microTOOL GmbH
11:45 Fingerfood Lunch
12:45 Herausforderungen im Umgang mit Stakeholdern und deren Zielen - Enrico Fritz, Leiter microTOOL Beratung
13:30 Ausklang
14:00 Ende der Veranstaltung
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Vielen Dank!
Kontakt: IIBA Germany Chapter e.V. Rainer Wendt, Präsident [email protected] http://germany.iiba.org/