Business Analysts as Agents of Change

Report
Business Analysts as Agents
of Change
Michael Dumelie B.Admin. CMA MBA(Oxon.)
Partner
Oxford Libero Consulting LP
Our Coalition’s Vision
To be sought out to solve the most difficult
problems in the World
About Oxford Libero Consulting
• Formed in 2008 at the University of Oxford,
UK
• Has a global presence with varying focus
• Area of focus in Regina is comprehensive
organizational design
• Our approach is to build capacity and provide
senior resources to mentor our clients
What Qualifies Me to Present?
• Absolutely nothing more than extreme
interest
• B.Admin. CMA MBA(Oxon.)
• Experience in 38 restructurings
• Healthy skepticism
• Interest in the ‘Elegant’ solution
Intent of the Presentation
• Present the requirements for a truly
comprehensive organizational redesign
• Present our model for satisfying the
requirements
• Provide the role of the business analyst in this
approach
• Provide insights into the training and
development necessary to be able to suit this
role
What is Business Analysis?
Business analysis is the set of tasks and techniques used to work
as a liaison among stakeholders in order to understand the
structure, policies, and operations of an organization, and to
recommend solutions that enable the organization to achieve its
goals.
What is a BA?
Business Analysts must analyze and synthesize information
provided by a number of people who interact with the business,
such as customers, staff, IT professionals, and executives. The
business analyst is responsible for eliciting the actual needs of
stakeholders, not simply their expressed desires. In many cases,
the business analyst will also work to facilitate communication
between organizational units. In particular, business analysts
often play a central role in aligning the needs of business units
with the capabilities delivered by information technology, and
may serve as a ‘translator’ between those groups.
The Oxford Libero Perspective
• A good baseline for the analysis skillset.
• It is not nearly ambitious enough for true
analysts.
• Needs to be more proactive and delivery focused.
• Many analysts can be and should aspire to be so
much more.
• Analysts should lead and mentor in organizational
change.
Why BAs as Agents of Change?
• Deal with change on a regular basis allowing
to develop the experience required.
• Work in projects on a regular basis.
• Face resistance and understand its impact.
• Have facilitation skills.
• Progression requires extensive training and
new tools but not a different skill set.
Core Characteristics
• A Managerial Mindset
– The will to manage
– A work identity of a manager
– The orientation/frame of reference of a manager
• The ability to ‘Go to the Balcony’
– Professional ambition
– Personal humility
Our Organizational Design Approach
• Is based loosely on the principles of Enterprise
Architecture
• Improves on the obvious deficiencies of the
EA approach
• Embeds natural innovation throughout the
process
• Creates an ‘adaptable/nimble’ organization
• Relies heavily on the ‘BA’ skillset
The Origin of EA
Our Adaptation of the Concept
Scope
Concept
Model
Inform.
Mgmt.
Develop
.
How
(Process)
Where
(Network)
Who
(Organization)
When
(Schedule)
Business
Locations
Process
Design
Logical
Network
Design
Inform.
Mgmt.
Design
Strategic
Plan
Org
Design,
Mandates,
Account.
Framework
Process
Control
(Six
Sigma,
etc.)
Desktop
Interfaces
Systems
Operation
Logical
Model
Physical
Model
Detailed
Design
Data
Model
Impl.
System
Design
and
Impl.
Technical
Network
Impl.
Why
(Strategy)
Division,
Unit
Plans,
Personal
Objective
Policy
and Proc.
Which
(Culture)
Ethnograph, Power Analysis, Laws, Norms, Standards,
Demographics, Resources
What
(Data)
Our Approach
Culture
Corporate Vision, Mandate and
Objectives
Mandate
Vision
Strategies &
Objectives
Sub-Processes & Workflow
Policies and Business Rules
Accountabilities, Roles and
Responsibilities
Decisions and Information Requirements
Technology and Infrastructure
Procedures
Process Control
Our Program
Mentor Roles in Our Program
BA Role #1: Executive Business
Analyst
BA Role #1: Executive Business Analyst
• Leadership by Design Program
– Breaks organization into It’s Elements
– Understands and determines the culture of the
organization and/or environment
– Determines nature of competition and adapts
strategy to fit the environment
– Seeks to inspire versus tick the boxes
– Sets foundation for true organizational change
– Doesn’t gather dust
BA Role #2: Senior Business Analyst
BA Role #2: Senior Business Analyst
• Strategy Program:
– Strategically Planned – Ticking the Box
– Strategically Led - The Farmer
– Strategically Adaptable – The Football Team
– Strategically Nimble – The Hockey Team
• Critical success factor for a successful
redevelopment. Often poorly done.
BA Role #3: Senior Business
Analyst/Business Analyst
BA Role #3: SBA/Business Analyst
•
•
•
•
•
Strategy and Objectives
Processes and Workflows
Policies and Business Rules
Accountabilities, Roles and Responsibilities
Decisions and Information Requirements
(Information Profiles)
• Procedures
BA Role #4: Business Analyst
BA Role #4: Business Analyst
• Incremental Change Initiatives – Lean, Six
Sigma, etc.
– Useful after radical change
– Puts process in control
– Allows for continuous adaptation and
improvement
BA Development
Business Analysis and BPM
• Business Analysis
– BABOK as a baseline for the program
• Business Process Management
– Foundation for Process Review and Organizational
Design
• Innovation
– Critical to being value added in drawing
opportunities from clients
PM and PMO Development
• PM Skills and Experience
– The tools to lead the change initiative
– Understanding of principles of organization design
• Program and Portfolio Management
– Prepares for organization-wide initiatives
– Assists in making initiatives deliverable rather than
overwhelming
Organization Change Management
• Prosci Change Management
– People side of change
– Assists in bringing the organization along with the
strategic intent (4 programs)
– Seeks to take Art and make it Science
– Success requires both experience and the program
– Critical to completing organizational change that is
sustainable
Matrix Management 2.0
• Matrix Management 2.0
– Provides for a sustainable and adaptable
organization able to adjust on the fly
– Links well and supports PM/Process approach to
organizational design
– Provides a complete rethink of organizational
accountability approaches and organizational
restructuring
Other
• Total Quality Programs (Lean, Six Sigma)
– Used for incremental change to support a
reformed organization
– Not the program to undertake these initiatives
• Information Profiling/Facilitated Surveying
– Support for BI program, Strategy and
Accountability. Extends BPM.
• Strategy Facilitation
• Leadership Program (4 tiered program)
Leadership Program
•
•
•
•
Stepping Up to Leadership
Leadership on the Line
Leadership in the Middle
Leadership by Design
Stepping Up to Leadership
•
•
•
•
•
•
Essence of Management
Communications
Problem Solving
Conflict Resolution
The COO Perspective
The HR Perspective
Leadership on the Line
•
•
•
•
•
•
•
•
•
•
Understanding Leadership
Teams in Context
Team Structure
Team Numbers and Information
Team Operational Plans
Team Staffing
Performance Dialogue
Employment Law
Conflict Resolution
Team Business Plans
Leadership in the Middle
•
•
•
•
•
•
•
•
•
•
The Art of Leadership
Defining the Organization
Designing the Organization
Projects
Process Design
Organizational Politics
Telling the Story
Staffing
Performance Dialogue
Leadership Theories
Leadership by Design
• The Role of Architect
• The Role of Organizational Development
Consultant
• Defining the Strategic Value Proposition
• Developing Culture
• Chartering the Organization
• Organization Sustainability
• Building the Organization Story
BA Development
Business Analyst
•
•
•
•
•
•
•
Stepping Up to Leadership
Project Management
Organization Change Management
Business Analysis
Business Process Management
Quality Programs
Innovation
Senior Business Analyst
•
•
•
•
•
•
•
BA Program plus…
Leadership on the Line
Leadership in the Middle
Project Systems (PMO, etc.)
Information Profiling
Matrix Management 2.0
Strategy Program
Executive Business Analyst
•
•
•
•
SBA Program plus…
Leadership by Design
Strategic Design
Enterprise Architecture
In Summary…
• You are there anyway, why not do the
complete job?
• You are often the most experienced change
agent, hone your craft.
• Start with the BABOK but don’t stop there.
Business Analysis skills are the base of a
significant progression.
• Don’t be a passenger. Help your client to
reach their potential.
If not you then who?
Questions?
Contact Information
Michael Dumelie B.Admin. CMA MBA(Oxon.)
Partner, Oxford Libero Consulting LP
[email protected]
(306) 502-1036
Website: www.oxlib.ca

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