The Challenge

• Large, complex multi-site Business Change & IT organisation with c.1500 professional staff.
• Annual budget for change programmes of c£150m.
• Poor Requirements definition and requirements management was diagnosed as a key cause of extensive re-work and low productivity
• Low levels of resource available.
• Very few experienced BA’s. Ratio of permanent to contractor staff too low.
• Low level of support available from central HR recruitment team. The organisation had low credibility in the external market place for BA’s.
• Low morale, disengagement of existing BA’s. Attrition of BA’s to other organisations.
• Low credibility with senior stakeholders and other project roles e.g. Project Managers, IT Architects and Designers. Many projects did not see the need for the role of a BA or formal requirements capture.
• Process-averse organisation: JFDI attitude with sponsors / project managers

 Results & Benefits

• Achieved CMMi Level 3 – new processes developed, processes deployed consistently, BA’s trained and capable, processes measured and under continuous improvement,
• Significant cost savings by reducing numbers of expensive contractor resources and reducing re-work of requirements
• Grew the number of fully effective permanent Business Analysts from 25 to c100
• Raised levels of staff satisfaction amongst the BA’s
• Implemented a professional community of practice to raise productivity, knowledge sharing and employee engagement
• Raised professional credibility of the BA community with key stakeholders
• Implemented an improved performance management and career development framework.

 Solution

• Current State assessment and confirmation of Future State aspirations
• Identification, evaluation and selection of improvement opportunities
• Road map for improving capability – prioritised actions and rationale
• Provide support: finance, resources and sponsorship, change management & communications, programme management and governance
• Small full-time team with part-time involvement of others

 Success Factors

• High engagement of stakeholders
• Provide strong visionary leadership for a disparate group of professionals with low morale
• Attract strong external Business Analysts to an organisation with recent history of redundancies
• Pragmatic approach to deliver process improvements
• A comprehensive joined up implementation programme

Project Deliverables

Business Analysis processes

• Agreed, documented and published processes for requirements definition and requirements management. Delivered 15 standard business analysis work products to support the new processes. Communications and education to all stakeholders.
• Intranet-based sharing of templates and exemplars.
• Creation of a network of Subject Matter Experts and work product champions.

Organisation

• Developed standard role profiles mapped against SFIA and behavioural competencies
• Revamped the resourcing of BA’s onto projects to ensure best use is made of the range of experienced BA’s and in-experienced BA’s. Improved the permanent: contractor mix.
• Established cross site community of practice for BA’s

People

• Key skills identified, implemented career paths and a learning & development programme
• A resource plan leading to recruitment & capability development plan for permanent staff
• Mentoring from more experienced BA’s & induction and on-boarding for new staff

Speed bumps & pitfalls to overcome

• Getting the balance right; organic growth versus formal programme
• The right people to lead the communities were in demand elsewhere
• Gaining initial buy in and support and then once up and running keeping the community agenda manageable and business focussed
• Obtaining time from busy professionals in a delivery focused organisation