GRUPPO TELECOM ITALIA

Le competenze richieste dal mercato

per la conduzione dei progetti ICT Best practices e casi di successo

Ministero dello Sviluppo Economico

Scuola Superiore di Specializzazione in Telecomunicazioni

Roma, 26 gennaio 2016

Ing. Mirella Marcocci Ing. Filippo Dall’Olio

Business Analysis

3

What is Business Analysis

“The practice of enabling change in an enterprise by defining needs and

recommending solutions that deliver value to stakeholders”

The Business Analyst as a Change Enabler

Understand the business context, the stakeholders

Elicit needs and concerns

Define the problem, create alignment

Identify the root causes

Define the solution, Innovate

Describe the solution, assess the full impact and risks

Communicate and “sell” (consensus) the solution

Motivate people to work towards the solution

Work with the people to implement the solution

Validate the solution

Evaluate the performances of the solution

Source BABOK® Guide – Version 3.0

4

Il Business Analyst

Il Business Analyst è una figura in grado di comprendere i problemi e le

opportunità di business dei Clienti, di tradurre i bisogni in requisiti e di proporre

soluzioni finalizzate all’evoluzione del business del Cliente.

Il Business Analyst attraverso il presidio delle principali aree di conoscenza

della Business Analysis è infatti altamente qualificato ad individuare e far

emergere i bisogni inespressi del Cliente traducendoli in opportunità di

business tanto per il Cliente quanto per il fornitore (approccio win-win).

Il Business Analyst deve analizzare e sintetizzare le informazioni per elicitare i

needs degli stakeholders e lavora come facilitatore della comunicazione tra le

unità organizzative e con Cliente

Source BABOK® Guide – Version 3.0

5

The Conceptual Framework

Business

Analysis

The Business Analysis Core Concept Model™ is a CONCEPTUAL

FRAMEWORK for business analysis and encompasses what business

analysis is and what it means

WHAT THE BUSINESS ANALYSIS DOES:

BY A DEEP UNDERSTANDING OF

NEEDS, WE IDENTIFY THE SOLUTION

TO OBTAIN THE GREATEST VALUE,

ANALIZING THE CONTEXT AND

WHAT REALLY STAKEHOLDERS

"WANT"

WE ADDRESS THE CHANGES

Source BABOK® Guide – Version 3.0

6 6

Business analysis is the practice

of enabling change in an

enterprise by defining needs and

recommending solutions that

deliver value to stakeholders

Business Analysis Core Concept Model (1)

Source BABOK® Guide – Version 3.0

7 7

Business Analysis Core Concept Model (2)

CHANGE

The act of transformation in

response to a need. Change works

to improve the performance of an

enterprise

NEED

A problem or opportunity to be

addressed. Needs can cause

changes by motivating stakeholders

to act. Changes can also cause

needs by eroding or enhancing the

value delivered by existing solutions

SOLUTION

A specific way of satisfying one or

more needs in a context

STAKEHOLDER

A group or individual with a

relationship to the change, the need,

or the solution

VALUE

The worth, importance, or

usefulness of something to a

stakeholder within a context. Value

can be seen as potential or realized

returns, gains, and improvements.

Value can be tangible or intangible

CONTEXT

The circumstances that influence,

are influenced by, and provide

understanding of the change.

Changes occur within a context

Source BABOK® Guide – Version 3.0

8

Relationship between BA Knowledge Areas

Source BABOK® Guide – Version 3.0

9 9

BABOK® Guide Knowledge Areas

Business Analysis Planning and Monitoring

Organize and coordinate the effort of Business Analysts and Stakeholders

Elicitation and Collaboration

Describe the tasks that Business Analysts perform to obtain information

from stakeholders and confirm the results

Requirements Life Cycle Management

Describe the tasks that Business Analysts perform to manage and maintain

requirements and design information from inception to retirement

Source BABOK® Guide – Version 3.0

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BABOK® Guide Knowledge Areas

Strategy Analysis

Defines the most effective way to apply the capabilities of an enterprise in order to reach a desired set of goals and objectives

Requirements Analysis and Design Definition

Describe the tasks that Business Analysts perform to structure and organize requirements discovered during elicitation, specify and model requirements and designs, validate and verify information, identify solution options that meet business needs, and estimate the potential value that could be realized for each solution option

Solution Evaluation

Describe the tasks that Business Analysts perform to assess the performance of and value delivered by a solution in use by the enterprise, and to recommend removal of barriers or constraints that prevent the full realization of value

Source BABOK® Guide – Version 3.0

11

I requisiti vengono strutturati e classificati

Business requirements: sono quelli di alto livello, che descrivono i bisogni

dell’organizzazione tutta.

Stakeholder requirements: fanno da ponte tra i business requirements ed i

solution requirements.

Solution requirements: rappresentano le caratteristiche della soluzione; sono

suddivisi in:

- Functional requirements: descrivono le capabilities che deve avere il

sistema.

- Non-functional requirements: descrivono gli SLA e le condizioni

ambientali che la soluzione deve garantire

Transition requirements: sono temporanei e necessari per accompagnare il

sistema nella transizione dalla vecchia alla nuova soluzione.

Source BABOK® Guide – Version 3.0

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Analytical Thinking

& Problem Solving

The 6 UNDERLYING COMPETENCIES provides a description of the

BEHAVIOURS, characteristics, KNOWLEDGE, and PERSONAL

QUALITIES that support the Business Analyst in the practice of

business analysis.

The Business Analyst's SOFT SKILLS

Communication Skills

Business Knowledge

Tools & Technology

Behavioural Characteristics

Interaction Skills

Source BABOK® Guide – Version 3.0

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The Business Analyst's 50 TECHNIQUES

Source BABOK® Guide – Version 3.0

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WHY BUSINESS ANALYSIS

More than 50% of ICT

projects failure is due

to not effective and

efficient Business

Analysis activities

1

2

3

4

5

6

8

7

Uncomplete requirements

User not involved in the analysis

Lack of resources

Unrealistic expectations

Lack of governance

Change requests

Lack of planning

Not more necessary

13,1%

12,4%

10,6%

9,9%

9,3%

8,7%

8,1%

7,5%

THE DEFINITION AND COLLECTION OF BEST PRACTICES ON PROCESSES DESIGN,

TECHNIQUES AND SKILLS INCREASE THE ABILITY OF BUSINESS ANALYSIS TO SUPPORT

ORGANIZATIONS ON THE DEVELOPMENT OF " BETTER BUSINESS OUTCOMES "

“To unite a community of professionals to

create better business outcomes”

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L’ambito della Business Analysis

Traditional BA Space

Pre-Project Project Post-Project

Strategy Analysis

Requirements Analysis & Design Definition

Solution Evaluation

Rationale Delivery Benefits