bawi2013-article _outocomes_part 2_final

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Business & Mgmt

Published on February 17, 2014

Author: IIBA-IT



Business Analysis Trends from BAWI 2013 - part 2

Business Analysis Trend – From BAWI 2013 – Business Analysis Workshop Italy 2013 – October 2013 – Part 2 – Cases Study Helping Business Do Business Better - From Practioner To Practioner (Prassede Colombo, IIBA Italy Chapter President, CEO PMProgetti ) BAWI is the annual exclusive workshop in Italy dedicated to professionals and managers in organizations that deal with Business Analysis. In this article (Part 2) we report how companies are applying Business Analysis to support their core business functions and their organizational assets to deliver value to the customers. There are reflections and discussion about the main required soft skill to be “the liaison” among stakeholders and to get stakeholders buy in, managing the emotional side for the reaction to change. “How to get Quality Management System Objective Applying BA Methodologies!” Alessandro Rogora – Gruppo Reti Gruppo Reti found in the Business Analysis methodology application the solution to a business need: add business value improving the Quality Management System (QMS). Quality certification was required by the market, but it was not so clear the benefit to the business and, in addition, was perceived as an obstacle or as an unnecessary work by Reti consultants. In order to improve and measure the value for the business, Gruppo Reti realized that QMS could become the key factor to lead an internal cultural change: QMS should be the way to work starting from Customer satisfaction through real daily governance and operating processes. To do that BA approach and competencies are essential: more Quality, more BA Professionals, more understanding of Customer needs, mean more Customer satisfactions, more value for Gruppo Reti and, at the end, more deals. This is the benefit logic. BA approach allowed to get the following QMS objectives: Start up an internal review process to grow perception level on QMS topics. Delegation to review internal procedures and responsibility to collect input data for Management Review and review internal KPIs directly by each internal BU. Feedback and new procedures written directly by BU owners. “Business Analysis in Insurance – the Antifraud Unit” - Sergio Besana – Insurance, Luigi Pantarotto – SAS Italy Business Analysis is strong where you face strong Business Challenges. Sergio Besana, Antifraud Unit Analyst, and Luigi Pantarotto Business Advisory Leader, explored together the realm of the fraud prevention, detection and reaction, with a special focus on the Insurance Market where frauds are widely spread and a specific regulation is in place. Mr. Besana commented about frauds in Europe and in Italy in particular: not exactly a virtuous country. Billions of Euro is the estimated cost of frauds, 2.2 just in the UK market, and public figures available for the Italian market just show the tip of the iceberg. Following the changes in Italian law of 2012, every insurance company must have an anti-fraud unit and a research by CETIF, 2013, shows that the key success factors in counteracting fraud arise from an adequate mix of proper training, policies and effectiveness of computer tools available to the claims settlement network/fraud analysis unit. The Fraud Analysts, as demonstrated by reviewing several job postings, is 100% a Business Analyst role: Business Analysis competencies are key both in the everyday process of an antifraud analysis

and for the periodic technology upgrades of the antifraud systems. Mr. Pantarotto concluded the presentation discussing a real life Business Case supporting the adoption of an antifraud business solution tool. “How to Find the Appropriate Set of KPI’s to Support Management in Decision Making: An Integrated Approach” - Marco Cossutta – Reply Consulting Company’s Management Control System should primarily allow: 1. a better understanding and monitoring of performance, 2. a more effective risks detection and prevention 3. and, moreover, the alignment of people behavior to strategic objectives. Consequently a key activity for every Company is to align strategic objectives, organization, processes and performance management system. In particular the Top Management has to evaluate: • • • • the completeness of the strategy defined, the alignment of the operational targets to the strategic directions, the effectiveness and efficiency of the activities to achieve the targets, the adequacy and reliability of measurement and monitoring tools. Starting from the Company strategic vision, Reply offers a comprehensive methodology (based on Business Analysis Techniques) and a distinctive tool (the “Strategy Matrix Tool”) for answering the question: "How to find the appropriate set of KPI’s to support Management in Decision Making”. Lessons Learned from Reply’s experience in assessing and evolving Management Information System of more than 200 customers has been transposed into the Strategy Matrix Tool that, combined with the deep knowledge of Reply professionals, enable an integrated and comprehensive assessment of : • • • • The Value Levers, The critical processes, The performance measures (KPIs) The potential enhancements required “Business Analysis and Tree Climbing: the Connection” - Oludayo Awe – President of IIBA® Nigeria Chapter According to BABOK 2.0, 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. There was nowhere in that definition that mention “Tree Climbing” as a key skill for a business analyst. Yet, few business analysts can survive in the “Jungle” of an office without tree climbing skill. For a business analyst to survive in an unstable environment other skills apart from technical skills (soft skills) must be developed. The background for this presentation was set with the story of Indonesian men that were trapped on a tree for four days to escape from angry Tigers. The presenters liken a Tiger to a angry or disappointed stakeholder, a trap to an solution components, Jungle to an office/work environment. The presenter gave the following information to a business analysis tree; “A

business analysis tree can be defined as a practice, act or position or inclination that is unnatural to the business analysis practice but can give a business analyst a unique view of his or her environment from a vantage position”. A business analysis tree is a time tested platform that allows you to take a vantage position, survey your environment and get the best solution. Today the linkages between economies in the world means that an events thousands of miles away can seriously impact one’s immediate environment. We need Global skill. For this reason we need to change from a Border Business Analyst to a Global BA. • Border BA 1.0 Always think in the local context Silo mentality Unaware of the global trend Uninterested in Professional Development Global BA 2.0. Thinks Global while meeting local needs Network mentality Shows high interest in what is happening all around the world High interest in Professional Development Highly developed soft skills In the current context we should take in mind the following aspects: • • • • Stop thinking about Italian needs alone; think global while meeting local needs Constant learning is needed to survive in an unstable environment The only environment in today’s world is Global Get involve in the local IIBA chapter to be part of the IIBA global network “Business Analyst, Project Manager and Emotional Buy-in” - Fabrizio Bolle – GE Global Growth & Operations The word “buy-in” is immediately recalling rationales, business cases, cost/benefit analysis. Is it enough for the success of a project? We often forget that there’s another type of buy-in, which can be even more important than the usual one. There will be people impacted by our project, how can we deal with them and get their buy-in? They are not interested in numbers and rationales. We need to work more on their emotional side, I will call it the “Emotional buy-in”. We are all human beings, there’s a part of our brain which doesn’t like numbers and rationales: it is the Limbic Brain which deals more with feelings and with “why we do something”. This concept is crucial to understand how much the emotional side is important when we need to get a buy-in. So, how do we get the emotional buy-in?

All the project tasks should be planned and executed with a special attention to the human factor Stakeholder analysis should target the full impacted population We should focus on communications and human interactions Furthermore we should always consider that a project with a high rate of emotional buy-in is a very good investment for any future project. Second Round Table - Outcomes During the Second Round Table we discussed with Key Business Stakeholders and we found out that organizations are looking for BA competencies in order to respond to the change. They are understanding the relevance of the approach and the skills of Business Analysis in supporting the current scenario, changes and the projects to get the real value for the business. Gruppo Reti is well aware of the relevance of the BA competencies and, in order to improve its quality process with the purpose of giving more value to customers, has been applying the business analysis approach for a year. Moreover Gruppo Reti’s mission is to grow the BA competencies, thus a training program and CBAP Certification for its consultants have been started. SGS Banco Popolare underlined that the Business Analysis is performed in all the organizations but it often happens that it doesn’t work in getting the desired results. Why? We discussed together and we agree that the BA is performed by people who learnt by experience and there isn’t a methodology, a structured approach. People don’t use the right techniques and tool and haven't the awareness of the needed skills to improve. The skills of Business Analysis are relevant to create the bridge among Business and Solution Stakeholders and the organizations need to get the awareness of this, to be able to sustain and improve the capability to identify the real problem or opportunity, to launch and implement the right projects aligned to the business, stakeholders and solution requirements. It means “to change the organizations”. IIBA is helping organizations to evaluate the Business Analysis approach thanks to the BABOK Guide; is supporting the assessment of the BA competencies for the professional development through the Business Analysis Competency Model; and is guiding the recognition of the value and expertise of the BA Professionals through the programs of Certifications. Assochange is promoting the Change Management discipline and believes that the specialization is “a must” for an organization in order to be able to innovate and growth. The vertical skills allow to get high level of performance and the quality in the results. For this reasons is very important to qualify the Business Analyst Professional who works with Project Manager Professionals and specialist, Subject Matter Expert as Change Manager, IT Manager,… HP Enterprise Services believes in the role of the Business Analyst and it has already launched in Italy the CBAP Certification for the consultants. The BA professionals are considered the Key Drivers for the Business Development allowing to understand the real problem and value for the customers.

BAWI 2013 has confirmed that the skills of Business Analysis are essential to all organizations in the present context of uncertainty and of fast changes, addressing the right solutions to succeed and or to survive and guiding them to change You can find all the presentation and the full articles in detail (in English) at the link: Sources PART II BABOK Guide V 2.0 Welcome – Introduction to BAWI 2013 – Prassede Colombo, President of the IIBA® Italy Chapter, Partner PMProgetti “How to get Quality Management System Objective Applying BA Methodologies!” - Alessandro Rogora – Gruppo Reti “Business Analysis in Insurance – the Antifraud Unit” - Sergio Besana – Insurance, Luigi Pantarotto – SAS Italy “How to Find the Appropriate Set of KPI’s to Support Management in Decision Making: An Integrated Approach” - Marco Cossutta – Reply Consulting “Business Analysis and Tree Climbing: the Connection” - Oludayo Awe – President of IIBA® Nigeria Chapter “Business Analyst, Project Manager and Emotional Buy-in” - Fabrizio Bolle – GE Global Growth & Operations

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