29 September, Conference and Exhibits Day 2
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Keynote: Business Analysis and Management Thinking: it's Time for Change! John Seddon, Vanguard Most large-scale IT projects fail, many cost far more than planned. John Seddon argues it is a problem of method and central to method is thinking. In his presentation John will discuss:
John will illustrate his arguments with case studies from the private and public sectors. |
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| THREE CONFERENCE TRACKS | ||||||
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Shaping the Future of Business Analysis | |||||
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Business Analysis Tools and Techniques | |||||
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Business Agility and Business Analysis | |||||
| 09:50 - 10:45 CONCURRENT SESSIONS | ||||||
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Nobody Knows Your Business Like Your Own Business Analysts Joseph Da Silva, Skandia Do business customers really know what they want? It's time for BAs to start challenging them... Many organisations hire external consultants with no experience of their business to shape strategies and propositions, ignoring internal resource with exactly the same skills but additional knowledge and experience of the business - namely their Business Analysts. BAs have a unique skillset, offering holistic insight, analysis and recommendations. As well as structured analysis, BAs offer facilitation and modelling, identify people, process and technology impacts and document operating models and roadmaps. This session will present Skandia's experience in moving BAs further up the lifecycle to work with key stakeholders in shaping strategy, defining propositions and challenging business models.
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Demand Management: The New Imperative for Business Analysis Paul Allen, Strata Software John Cheesman, Strata Software Any successful business model has to be built on effective management of demand as well as supply. Yet demand management is clearly a missing link in many IT departments. Too often projects proceed on the basis of narrow business cases with little attention to the business strategy or the overall project portfolio. In this talk we share experiences with various organizations of how business analysis can successfully raise its game to help manage demand, and achieve an ongoing dialogue between IT and its customers at all levels. Delegates will learn how to:
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Systems Thinking and Business Agility James Archer, Royal Borough Kensington and Chelsea Many/most Business Analysts concentrate on processes and technology without spending enough time understanding people and organisations. Systems Thinking provides us with a rich often counter intuitive set of approaches, tools and models that can help us understand the potential impact of business solutions. This talk will draw on the theories of Systems Thinkers including Peter Senge, Peter Checkland and Russell Ackoff's management f-laws e.g. "Improving communication between the parts of an organisation may destroy it" Changing the culture of organisations can seem like turning the Titanic. This talk will argue that the key to Business Agility change lies in understanding how potential solutions will fit into the organisation. Three key points are:
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| 11:15 - 12:00 CONCURRENT SESSIONS | ||||||
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Master Data Management - Achieving A Holistic View of Your Business The purpose of being in business is to deliver results. Excellent results must be underpinned by use of information to drive good decision making and the actions that follow from those. Information is a valuable asset that is also costly to maintain, so an organisation should manage its data so that it holds that which provides value or which it is obliged to maintain, deletes that which is not of value and provides the capabilities to ensure that the information held is effectively exploited. Data exists as structured RDBMS data and unstructured documents, often in silos where access can be difficult. Converting data into information and then making the right, relevant, accurate and complete information available in priority order to the people who require exploit it (and are authorised to access it) when making decisions creates challenges To achieve this requires an organisation to achieve a holistic view of both data publically available and its internal data by exploiting data warehouse, master data management, enterprise search, data and text analytics together with predictive analysis into a information fusion platform so that users have controlled access to any information across the enterprise in the required timeframe to address a current problem. This discussion will be relevant to organisations with large data sets who need to understand their data. Such scenarios include: Managing acquisitions, business change, "know your customer", "anti-fraud", risk and opportunity management, forensic analysis and legal discovery, management of compliance obligations, large projects, business performance and strategic analysis. This presentation discusses how to use MDM technology to gain a holistic view of the data through information fusion. |
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The Essence of Lean Six Sigma Demanding customers and a competitive environment force organizations to work smarter and be more efficient. To achieve this, a growing number of organizations use methods like Lean Management and Six Sigma. Not only industrial organizations benefit from these methods and techniques, but also in financial, utility and governmental sectors the improvement techniques have proven to be very powerfull! In this session the backgrounds, approaches and techniques of Lean Management and Six Sigma will be explored. Also the link to the daily practice of participants will be made. How can we improve our processes and save money, starting tomorrow! The session is based on the very successful BiZZdesign Masterclass Lean Six Sigma in the Netherlands.
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Keynote: Competing on Differences: Managing the Shift to 21st Century Value Creation Robert Austin, Copenhagen Business School, Chair of the Executive Program for Chief Information Officers at the Harvard Business School This Keynote presents results from a multiyear study of the processes, principles and practices of acclaimed as innovators. We'll touch on a variety of topics, including:
Innovation research portrays an increasingly complicated picture that managers (and business analysts) need to understand. The principles of value creation in an innovation economy depart significantly from the principles of value creation in an industrial economy. In this session, we'll explore the mismatch between our industrial reflexes and our innovation futures. |
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| 14:10 - 15:05 CONCURRENT SESSIONS | ||||||
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Lost in Translation: the Challenges of Applying Cultural Insights to Product, Service and Business Design Bruce Davis, Freelance Ethnographic Researcher 10 years ago, the suggestion of ethnographic research would have prompted a quizzical look and a google search. Now it is increasingly part of the mainstream of research practice not only amongst technology companies such as Intel (who employ ten's of "embedded" anthropologists and other researchers), but also in the creation of new businesses, brands and services in both the public and private sector. Ethnography has become an accepted part of the business of innovation and research. However, the use of cultural insights in corporate and institutional contexts brings challenges and opportunities - requiring new ways of thinking, working and most importantly listening to research and what it is saying. This talk will explore case studies of applied anthropological approaches and methodologies which have led to breakthrough innovations in financial services, fmcg and social care. |
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Reinvigorating the Role of the Analyst at John Lewis Gillian Holehouse, John Lewis Partnership Over the past 5 years John Lewis Partnership has been rolling out a new development process for IT projects. By taking a discriminating approach to UML, focusing on a small set of essential models elements, they have shortened the delivery path from business opportunity to high-quality system specification. Find out how:
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Agile Analysis Practices: So What's New? Ellen Gottesdiener, EBG Consulting Analysis practices are significantly different from those used on a traditional project. Requirements expert and agile coach Ellen Gottesdiener introduces the changes in analysis timing, elaboration, documentation, and validation on an agile project. You will discover how to orient yourself to the three views of an agile project: product, release, and iteration. Learn how requirements are elaborated across these three views and essential analysis techniques for slicing requirements for incremental delivery. Learning objectives:
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| 15:35 - 16:30 CONCURRENT SESSIONS | ||||||
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Facilitative Leadership and Creative Problem Solving - Two Capabilities for High Performance Business Analysts In the current business analyst literature, there are many references to the need for business analysts to evolve, change, and transform both themselves and the profession - for example, to become strategic leaders of change; to provide exceptional requirements management; to facilitate divisional communications, joint application design sessions, and process mapping workshops; to be able to be part of high performing teams; an build relationships using emotional intelligence. In short, to be able to master a unique combination of hard and soft skills. This session will aim to share some further thoughts and ideas to the wisdom that already exists in the business analysts community related to Facilitative Leadership and Creative Problem Solving - two capabilities that will help prepare business analysts to achieve these ambitions. Creative Problem Solving is a tried and test 50 year old method based on people's natural problem solving style and which integrates easily as a complement to the Business Analysis Body of Knowledge as well as other methods such as Lean and Six Sigma. But as a client recently said to us: "Whilst, Creative Problem Solving, Lean, and Six Sigma are all excellent methods, they are no good if you can't bring people with you, create a productive environment, and make it work in practice. This is what Facilitative Leadership provides." |
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Investment Logic Maps: An Investment Management Practice for Defining the Business Case Katherine Champion, Network Rail Evaluating and documenting the business case (business problem / opportunity) within the context of corporate objectives, business benefits, business change and system outputs for meeting business requirements. Delegate will learn how to:
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How the Business Analyst Fits into the Agile Project Goldfish Bowl Conversation Chair: Chris Matts
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Conference Closing Panel Discussion
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