Business Analysis Inter-View Report 2017 Australia

VOLUME IV AUSTRALIA EDITION
BUSINESS ANALYSIS ON THE GROUND 2017

Inter-View Report 2017
Volume IV
Australia Edition
Inter-View is the fastest rising global platform for business and IT
consulting professionals, providing a blended industry perspective
for business analysis, project delivery and change management as
it happens on the ground.
The theme for 2017 is business analysis techniques with the
survey posing questions to the international community, and
enabling comparisons with the equivalent 2014, 2015 and 2016
data. These results provide a new degree of authority into the
DNA of the industry as well as insight into the current state of
practices and competencies in play.
Disclaimer: statistics presented are the result of public perception and
the views expressed are the contributors’ own. Neither necessarily
reflect the opinion of Inter-View or any of its sponsors.
361
people
168 companies
16 countries
Survey
Respondents
2017
It’s not nice being the last to know, or worse still never
knowing at all. Don’t miss out! Stay relevant with the
latest from Inter-View as it happens:
www.inter-view.report
4 INTER-VIEW REPORT 2017
PE RS PE CT IV E
CENTRE OF THE
BUSINESS CHANGE
INTER-VERSE
Composition of Inter-View survey respondent demographics,
from across the international business analysis, project
delivery and change management community.
COUNTRY
▐ AUSTRALIA
▐ CANADA
▐ INDIA
▐ KENYA
▐ LESOTHO
▐ NAMIBIA
▐ NEW ZEALAND
▐ NIGERIA
▐ SLOVENIA
▐ SOUTH AFRICA
▐ SWAZILAND
▐ SYRIAN ARAB REPUBLIC
▐ USA
▐ UNITED ARAB EMIRATES
▐ UNITED KINGDOM
▐ ZIMBABWE
SECTOR INDUSTRY
89+11+G 11+89G
▐ FINANCIAL SERVICES, INSURANCE AND BANKING ▐ 35%
▐ INFORMATION TECHNOLOGY ▐ 24%
▐ BUSINESS / PROFESSIONAL CONSULTING SERVICES ▐ 12%
▐ FMCG, RETAIL AND WHOLESALE ▐ 7%
▐ TELECOMMUNICATIONS, INTERNET & ELECTRONICS ▐ 4%
89% 11%
▐ GOVERNMENT & SERVICES ▐ 4%
▐ NON-PROFIT ORGANISATIONS ▐ 2%
▐ EDUCATION ▐ 2%
▐ HEALTHCARE & SOCIAL SERVICES ▐ 2%
35+24+12+7+4+4+2+2+2+8
▐ *OTHER ▐ 8%
Private Public
* HOSPITALITY, TRAVEL AND TOURISM, ENERGY, RESOURCES, UTILITIES, LOGISTICS,

CONSUMER PRODUCTS, COMMUNICATIONS, AEROSPACE, ENGINEERING, EDUCATION,
MANUFACTURING, MARKETING, TEXTILES,SECURITY & LEGAL.
WWW.INTER-VIEW.REPORT
VOLUME IV 5
ORGANISATION SIZE PROFESSIONAL ROLE
▐ 1-10 ▐ 6% 60=
1000= ▐ EXECUTIVE MANAGEMENT ▐ 5%
▐ 11-50 ▐ 8% 1000=
80= ▐ BUSINESS STAKEHOLDERS ▐ 3%
▐ 51-200 ▐ 17% 1000=
170= ▐ BUSINESS DEVELOPMENT ▐ 1%
▐ 201-500 ▐ 8% 1000=
80= ▐ BUSINESS ANALYSIS ▐ 75%
▐ 501-1,000 ▐ 10% 1000=
100= ▐ BUSINESS INTELLIGENCE ▐ 2%
▐ 1,001-5,000 ▐ 16% 1000=
160= ▐ PROJECT MANAGEMENT ▐ 4%
▐ 5,001-10,000 ▐ 11% 1000=
110= ▐ SYSTEMS ANALYSIS & DESIGN ▐ 3%
▐ 10,001-20,000 ▐ 8% 1000=
80= ▐ SOFTWARE DEVELOPMENT ▐ 2%
▐ 20,001-50,000 ▐ 8% 1000=
80= ▐ QUALITY ASSURANCE ▐ 1%
▐ 50,000+ ▐ 6% 1000=
60= ▐ CHANGE MANAGEMENT ▐ 1%
▐ DON’T KNOW ▐ 2% 1000=
20= ▐ SUPPORT & OPERATIONS (E.G: USER ▐
SUPPORT, SERVICE MANAGEMENT)
3%
GENDER AGE RANGE
4+37+381461x
18 TO 24 ▐ 4%
25 TO 34 ▐ 37%
50%
35 TO 44 ▐ 38%
45 TO 54 ▐ 14%
55 TO 64 ▐ 6%
50% 65 TO 74 ▐ 1%
4+96+T18+82+T
HIGHEST EDUCATION WORK EXPERIENCE
0-1 YEAR ▐ 3%
1-3 YEARS ▐ 13%

High Tertiary
School Diploma 3-5 YEARS ▐ 16%
4% 18% 5-10 YEARS ▐ 30%
31+69+T24+76+T
10-15 YEARS ▐ 20%
15+ YEARS ▐ 18%
Bachelor’s Honours
Degree Degree SENIORITY
1+8+19423x
31% 24%
9+91+T14+86+T
TRAINEE / LEARNER ▐ 1%
JUNIOR ▐ 8%
INTERMEDIATE ▐ 19%
Post-Graduate SENIOR ▐ 42%

Masters
Diploma
TEAM LEADER ▐ 8%
9% 14% MANAGER / PRINCIPAL ▐ 19%
EXECUTIVE ▐ 3%
AUSTRALIA EDITION
Meet the 2017

PUBLICATION TEAM
Inter-View Team EDITOR-IN-CHIEF - JOE NEWBERT

COPY EDITOR - KARI LONGMAN
GRAPHIC DESIGNER - MICHAEL CRAMER
REPORTERS
MOHAMED BRAY
GARETH JONES
BELINDA KNOL
Editor-In-Chief Copy Editor
DOROTHY MHLANGA
Joe Newbert Kari Longman
JAMES NEETHLING
JÉAN RAATH
BRYCE UNDY
COVER ART
Graphic Designer Reporter TALIA LANCASTER

Michael Cramer Mohamed Bray
PHOTOGRAPHERS
CHARLOTTE KEURIS
LEON OOSTHUIZEN
MARK KHOURY
Reporter Reporter
Gareth Jones Belinda Knol
INTER-VIEW IS MADE POSSIBLE THROUGH THE

GENEROUS SUPPORT OF THE FOLLOWING
ORGANISATIONS, HELP US RETURN THAT
FAVOUR BY SUPPORTING THEM TOO.
Reporter Reporter
Dorothy Mhlanga James Neethling
Reporter Reporter
Jéan Raath Bryce Undy
CONTENTS
Your Key To Authority, Insight and Mastery
FEATURES AND ARTICLES
9 OPPORTUNITY KNOCKS FOR BUSINESS ANALYSIS TECHNIQUES WITH JOE NEWBERT

12 GUIDING BUSINESS ANALYSIS FOR PROJECT SUCCESS WITH BRIAN A. WEISS
20 DRAWING ON THE POWER OF SKETCHNOTING WITH TALIA LANCASTER
28 BRIDGE BUILDING THE BUSINESS ANALYSIS COMMUNITY WITH MARIE-FRANCE MARDI, ZARA SHELDRAKE
34 HOW SKILLED BUSINESS ANALYSIS GETS PROJECTS ON TRACK WITH ROSEMARY DIXON-WARD
40 GEARING UP WITH GOOD BUSINESS ANALYSIS PRACTICE WITH ELYSE YATES
48 INFUSING DESIGN THINKING TO DRIVE IDEA GENERATION WITH TSHEPO MATJILA
56 MOST VALUABLE TECHNIQUES FOR BUSINESS ANALYSIS WITH DOROTHY MHLANGA
PERSPECTIVES AND OPINIONS
10 BUSINESS ANALYSIS ACTIVITIES PERFORMED ON THE GROUND

16 TOP-10 GO-TO STRATEGIC ANALYSIS TECHNIQUES
18 GLOBAL PATTERNS OF BUSINESS ANALYSIS PRACTICE
24 TOP-10 GO-TO REQUIREMENTS ELICITATION TECHNIQUES
26 HOT AND COLD APPROACHES TO DELIVERING BUSINESS SOLUTIONS
31 TOP-10 GO-TO STAKEHOLDER ANALYSIS TECHNIQUES
33 PLOTTING A PATH TO BUSINESS ANALYST SENIORITY
37 TOP-10 GO-TO REQUIREMENTS ANALYSIS TECHNIQUES
43 TOP-10 GO-TO SOLUTION ASSESMENT TECHNIQUES
46 PREDICTING THE FUTURE WORLD FOR BUSINESS CONSULTING
51 TOP-10 GO-TO REQUIREMENTS DEFINITION TECHNIQUES
53 A TYPICAL BUSINESS ANALYST
54 21 RECOMMENDED BOOKS FOR BUSINESS CONSULTANTS
61 TOP-10 GO-TO CHANGE MANAGEMENT TECHNIQUES
65 TOP-25 GO-TO BUSINESS ANALYSIS TOOLS
66 ROUND TABLE DISCUSSION ON BUSINESS ANALYSIS TOOLS
E D IT O R IA L
OPPORTUNITY
KNOCKS FOR
BUSINESS ANALYSIS
TECHNIQUES
With Joe Newbert
Joe Newbert talks with Mohamed Bray

about on-the-ground trends in the
business change life-cycle and how
opportunity knocks for business
analysis techniques.
THROUGH HIS PROACTIVE INDUSTRY INVOLVEMENT AND DISRUPTIVE COMMUNITY INNOVATIONS, JOE, MD AT
BCMG, IS WELL-KNOWN INTERNATIONALLY AS A KEEN CONTRIBUTOR TO CONTEMPORARY BUSINESS ANALYSIS,
PROJECT DELIVERY AND CHANGE MANAGEMENT COMPETENCY.
/newbert @Newbert businesschange.co.za
VOLUME IV 9
STARTING FROM THE TOP, WHAT DOES ARE THERE ANY INDICATIONS OF HOW
THE 2017 INTER-VIEW SURVEY DATA HAVE WELL BUSINESS ANALYSTS ARE MANAGING
TO SAY ABOUT STRATEGIC BUSINESS STAKEHOLDERS AND THEIR EXPECTATIONS?
ANALYSIS?
This is an area of central importance, crucial for guiding

It could be said that business change is all about responding people towards goals and objectives, and interestingly
to an organisation’s strengths, weaknesses, opportunities less than half of business analysts (45%) see this as an
and threats - exactly what business analysis serves to do - area of responsibility - with few of this subset handling
and Inter-View found that, for the business analysts who Stakeholder Nomination (19%), considering the Stakeholder
help shape business strategy and tactics (22%), SWOT Power / Interest Grid (11%) and performing Stakeholder
Analysis (66%) is their primary business analysis technique Management (37%).
to facilitate this.
What’s worth paying attention to here, though, is that much ... CATWOE (5%) is underrated. I
of the power of SWOT is unleashed when certain feeder
business analysis techniques are formally employed, such suspect it’s largely unknown, as is
as an external PESTLE Analysis (9%) and internal Resource
Audit (5%), but these are not widely used (nor is MOST
Business Activity Modelling (38%),
Analysis (9%) which frames what needs to be achieved and
how it is going to be done).
But for business analysts it doesn’t stop at knowing who’s

WHAT ARE THE HIGHS AND LOWS OF
who and keeping them onside, as problems usually stem
REQUIREMENTS ELICITATION TECHNIQUES
from differences between stakeholder worldviews. regard,
FOR INVESTIGATING THE BUSINESS
CATWOE (5%) is underrated. I suspect it’s largely unknown,
SITUATION?
as is Business Activity Modelling (38%), which goes on to
openly explore these different perspectives and bring them
to consensus.
Encouragingly - knocking brainstorming off its perch (84%) -
Interviews (97%) and Workshops (96%) are top-of-the-pops
for eliciting business requirements. This balance is
GETTING TO THE PURE BUSINESS ANALYSIS
reassuring, because when conducted expertly - a major
PART, HOW THOROUGHLY ARE BUSINESS
caveat - they complement each other nicely by exploring
NEEDS AND SOLUTION OPTIONS ANALYSED?
both an individual’s personal perspective and the broader
group’s collective thinking.
This is an area where business analysts can truly
demonstrate value, beyond scribing, translating and
Document Analysis (67%) and Observation (56%) — to
couriering business requirements. And of those responsible
better elicit explicit and tacit knowledge — could perhaps
for this activity (62%), Business Process Modelling is their
be more widely used, but this middling statistic may talk
go-to technique (87%), with a Gap Analysis (69%) then
to a split between improvement projects and greenfield
framing what works, where the problems lie and serving as
projects. Either way, the Context Diagram (64%) is an
the basis for business improvement.
under-appreciated scoping technique that can definitely
help business analysts.
Half use an Organisation Diagram (52%), to bring together
the external environment and internal Value Chain Analysis
(39%) and first establish the context of the process in the
wider world. And certain key process analysis techniques
that underpin the quality of a process model are less in
favour — Business Events (25%), Business Rules (67%) and
Decision Trees (42%).
AUSTRALIA EDITION
in si g h t BUSINESS ANALYSIS ACTIVITIES

PERFORMED ON THE GROUND
Are you responsible for the following aspects often associated with business analysis?
Shaping business Considering

Investigating the
strategy and perspectives Analysing needs
business situation
objectives (analysis, (stakeholder analysis, (organisation, process
(research, discovery
definition and management and and change options)
and documenting)
implementation) consensus)
Executive
Management 67% 53% 53% 53%
Business
Stakeholders 45% 64% 55% 72%
Business Analysis 22% 47% 47% 62%
Project
Management 33% 33% 50% 33%
Change
Management 50% 33% 50% 50%
Systems Analysis
& Design 18% 27% 37% 55%
Defining requirements
Evaluating options (requirements Managing business
(feasibility and elicitation, analysis, change (organisation,
business case) development and people and benefits)
modelling)
Executive
Management 47% 27% 53%
Business
Stakeholders 64% 73% 27%
Business Analysis 39% 83% 22%
Project
Change
Systems Analysis
& Design 55% 91% 36%
VOLUME IV 11
HOW DEEPLY ARE BUSINESS ANALYSTS This is not a straightforward area to make sense of.
EXPLORING BUSINESS CHANGE OPTIONS Firstly, 83% of business analysts indicated that defining
AND EVALUATING THEIR FEASIBILITY? requirements is something that they are responsible for,
and, of these people, 88% said they produce some form of
requirements documentation, 62% define Non-Functional
Business analysts don’t appear to be putting options on the Requirements and 69% walk stakeholders through a
table - 22% [of the 29% who are responsible for options Requirements Review.
evaluation] explore Options Identification. This infrequent
generation of alternatives may indicate a leap from problem
to solution, or a pre-determined solution. However, it’s More devil might be found in the detail, and specific
these possibilities that are the starting point for putting technique usage may indicate how thoroughly business
together a business case (32%). requirements are specified on the ground, with the Data
Flow Diagram (55%), Use Case Diagram (56%) and Entity
Relationship Diagram (38%) featuring the most, but
The Feasibility Analysis (48%) of options — business, intermittently. Then there’s prioritisation, be it MoSCoW
technical and financial — is conducted every other time, (32%) or Backlog Management (33%).
perhaps due to environmental pressures. A challenge for
business analysts is to find creative ways to assess feasibility
leanly: by owning techniques that pull together a view and A SUCCESSFUL TRANSITION IS LANDED BY
the gut instinct to know what’s worth pursuing, perhaps via PEOPLE. HOW ARE BUSINESS ANALYSTS
a simple Force Field Analysis (6%). HELPING ORGANISATIONS EMBRACE
CHANGE?
Beneficial business change is the absolute intent of business

A challenge for business analysts analysis; it’s the end goal in mind - whether greater revenue,
reduced costs, improved customer service or legislative
is to find creative ways to assess compliance. Curiously, of the 81% of business analysts
who indicated that they are responsible for or involved
feasibility leanly ... with managing change, 52% do not use a single change
management technique.
Looking deeper into the fire, many business analysts don’t

BRINGING IT ALL TO ITS POINT, ONCE A make good use of the Benefits Management (29%) and
PREFERRED OPTION HAS BEEN IDENTIFIED, Business Realisation (30%) techniques. And consideration
WHAT DOES REQUIREMENTS DEFINITION of the critical behavioural aspects of organisational change
LOOK LIKE? — Cultural Analysis (14%), Kurt Lewin’s Model (4%) — and
people change — SARAH Model (2%), Learning Cycle (11%)
— is largely overlooked.
Interview hosted by Mohamed Bray
MOHAMED BRAY IS AN ENTREPRENEUR, A CORPORATE SURVIVOR AND AN INTERNATIONAL

SPEAKER WHO ADVISES AND CHAMPIONS FOR A WORLD-CLASS BUSINESS ANALYSIS PROFESSION.
/mohamedbray
AUSTRALIA EDITION
FEATURE
GUIDING BUSINESS
ANALYSIS FOR
PROJECT SUCCESS
With Brian A. Weiss
Brian A. Weiss talks with Joe Newbert

about how PMI are guiding business
analysis for project success, through
their industry standards and certification.
BRIAN SERVES AS PMI’S VICE PRESIDENT, PRACTITIONER CAREER DEVELOPMENT. HE HAS BEEN WITH PMI SINCE
2007, BRINGING MORE THAN 20 YEARS OF BUSINESS LEADERSHIP, PRODUCT MANAGEMENT, MARKETING AND
CONSULTING EXPERIENCE TO THE ORGANISATION.
/brian-weiss-b392b6 pmi.org
VOLUME IV 13
THE PMI PROFESSIONAL IN BUSINESS A NUMBER OF VARYING DESCRIPTIONS OF

ANALYSIS (PMI-PBA)® ACCREDITATION THE BUSINESS ANALYSIS FUNCTION EXIST
HAS BEEN AVAILABLE FOR A FEW YEARS IN THE INDUSTRY. WHAT IS THE PMI’S VIEW
NOW. HOW HAS THIS CERTIFICATION BEEN ON THE FOCUS OF BUSINESS ANALYSIS
EMBRACED BY ORGANISATIONS, AND WHAT AND THE COMPETENCIES REQUIRED FOR
HAS THE UPTAKE BEEN FROM INDIVIDUALS? SUCCESS?
The certification is gaining popularity from around the We recognise there are many job titles in use for those who
globe. Launched in December 2014, PMI-PBA has more perform business analysis work. While our credentials and
than 1,400 active certification holders across 79 countries certifications in general tend to focus on a role, PMI’s full
worldwide, which was really important to us – making sure focus is not on any one role, but all the roles and participants
it is globally relevant. We continue to see a healthy and that help organisations deliver value and change through
growing pipeline of candidates come through as, on average, projects and programmes. In this context, business analysis
we add more than 150 new applications each month. is fundamental to that, so we are interested in driving a
consistent understanding of what business analysis is,
why it is important, and how it contributes to portfolio,
Practitioners from around the globe also appreciate that programme and project success.
our organisation recognises the importance of the BA
role as four out of five PMI-PBA holders say they would
recommend the certification to a colleague. A number of
organisations in the energy, financial services, IT, telecom,
healthcare and consulting industries have started to
recommend or require the PMI-PBA certification for their
... driving a consistent
business analysts. understanding of what business
analysis is, why it IS important,
PEOPLE WILL ASK WHY FURTHER BUSINESS
ANALYSIS CERTIFICATIONS ARE RELEVANT.
and how it contributes to project
WHAT DEFICIENCIES ARE PMI LOOKING TO
SOLVE AND HOW WILL THE PROFESSIONAL
success.
ACCREDITATION BRING VALUE TO THE
BUSINESS ANALYSIS INDUSTRY?
According to our latest “Pulse of the Profession: Success

In the development of any certification, we start with the Rates Rise: Transforming the high cost of low performance”
market need. If there wasn’t a unique need for something research, project failure rates continue to be linked to
we could serve, PMI wouldn’t have entered. In the creation poor requirements practices. As a result, we are focused
of credentials, PMI conducts a role delineation study and on developing an understanding of business analysis to
engages with thought leaders, skilled practitioners and help address these failures. The hope is that through this
key organisational stakeholders from around the world. awareness — and the products we develop —organisations
Business analysts, project managers, systems analysts, will mature their business analysis practices.
engineers, programme managers, and more were involved in
developing the PMI-PBA.
The PMI-PBA was created by global practitioners for

practitioners to address the challenges these professionals
told us they were facing that were lacking from other
offerings out there, and it encapsulates the critical skills and
tools needed for individuals to contribute to organisational
success and demonstrate the value of the business analysis.
AUSTRALIA EDITION
THE GUIDE FOR BUSINESS ANALYSIS our products and we are starting to see this at the chapter
(INCLUDING THE STANDARD FOR BUSINESS level with the creation of BA Communities of Practice that
ANALYSIS) IS DUE TO BE RELEASED IN Q4 focus on business analysis and joint BA/PM educational
2017. WHAT CAN BUSINESS ANALYSTS events. In fact, our own Business Analysis community on
EXPECT THIS FOUNDATIONAL STANDARD IN ProjectManagement.com has a subscriber base of 122,000
BUSINESS ANALYSIS TO CONTAIN? practitioners.
The good news is they can expect all the things they have PMS AND BAS SHARE MANY OF THE SAME
told us they value in other PMI standards, such as the UNDERLYING COMPETENCIES AND ARE
identification of process groups, knowledge areas and OFTEN COMBINED INTO A SINGLE PM/
processes. However, this new standard is unique in two BA HYBRID ROLE. DOES THE PMBOK OR
ways. First, it was built from the ground up considering all THE GUIDE FOR BUSINESS ANALYSIS
types of project life cycles. This is a significant deal as more OFFER GUIDANCE ON MANAGING THEIR
organisations are moving to iterative and adaptive delivery CONFLICTING PRIORITIES?
methods, meaning agile. Business analysis professionals will
be able to understand their role regardless of the life cycle
their team is using. As the PMBOK Guide does for project management, this
new standard will provide a very clear picture of what
business analysis is. The new standard also explains how
Secondly, we have been told over and over – and our formal business analysis can be ‘tailored’ to each unique context
research shows – that the bulk of business analysis work and environment. It is then up to organisations to determine
is performed in projects, programmes and portfolios. their methodologies and how to execute their roles within
Thus, we designed it similar to the structure of our Project their unique environment. This will help organisations
Management Body of Knowledge (PMBOK) Guide. This understand what is considered business analysis and how
has provided an opportunity for the development team to the work is different from project management.
map business analysis processes to project management
processes and explain the relationships.
The new standard has many techniques that can be used
to help teams establish priorities. More importantly, this
THE DIFFERENT PRIORITIES OF A BUSINESS standard emphasises business analysis within the context
ANALYST AND PROJECT MANAGER CAN of projects and programmes – where our research tells us
BE AT ODDS WITH EACH OTHER AND MAY most BA work happens. That removes some of the separate
RESULT IN COMPROMISES THAT IMPACT or distinct language, or priorities you might find in other
PROJECT SUCCESS. HOW DOES PMI publications, so this can be more practical for users.
PROPOSE MANAGING THIS CHALLENGE TO
DRIVE COLLABORATION?
Well, on paper that might be the case, but the reality is that
most of them are driving towards the same exact thing –
project or programme success. However, in the spirit of
your question, the new standard as well as “PMI’s Business
Analysis for Practitioners: A Practice Guide” both include
‘collaboration points’ throughout. These are just a few
... business analysis can be
sentences for each point that provides helpful advice on
how business analysis professionals collaborate (or should)
‘tailored’ to each unique context
with other roles on the product team — including project and environment.
managers.
On a much bigger scale, with PMI now supporting portfolio,

programme, project management and business analysis
under one umbrella, there are endless possibilities available
to help bring professionals together. We are doing this with
VOLUME IV 15
THROUGH THE PMI’S GROUND WORK ON

THE GUIDE FOR BUSINESS ANALYSIS, HOW
HAS THE RESEARCH AND INSIGHTS GAINED
IN PRODUCING THE STANDARD INFORMED
THE PMI’S PROJECT MANAGEMENT BODY OF
KNOWLEDGE?
Our products will continue to integrate ideas and concepts

over time. The business analysis certification was built using
the results of an extensive role delineation study. This same
research was used when developing PMI’s business analysis
practice guide and again when developing the new guide
and standard.
The new standard is not our organisation’s opinion about

business analysis. Rather, it is based on common practices
identified through extensive research using community
input. Our standards are continuing to evolve — and will
continue to do so over time.
EVALUATION TASKS INCLUDED IN THE PBA

HANDBOOK COVER SOME ELEMENTS OF
QUALITY ASSURANCE. WHAT IS THE PMI’S
VIEW ON THE ROLE OF THE BUSINESS
ANALYST IN VALIDATION ACTIVITIES AND
ARE THERE ANY IMPLICATIONS FOR THE
TESTING PROFESSION?
Our practice guide has a chapter on solution evaluation

that defines the part of validation that falls under business
analysis. The new guide and standard also covers this
content well. Each material explains that testing is
performed by testers and that business analysis is used to
elicit and develop the acceptance criteria. This results in
testers knowing what constitutes proof that a requirement
or an aspect of the solution has been properly developed.
Business analysis supports user acceptance testing.

However, we are not saying business analysis is responsible
for running the tests. Rather, that’s performed by testers.
Business analysts write acceptance criteria and evaluate
the results with other members of the team. This is another
example of how collaboration with other product team
members leads to better results.
AUSTRALIA EDITION
TOP-10 GO-TO STRATEGIC ANALYSIS

TECHNIQUES
MOST Analysis McKinsey 7-S PESTLE Analysis
8+92+G 9+91+G 15+85+G

10 9 8
8% 9% 15%
Porter’s Five Forces Framework None Balanced Business Scorecard
17+83+G 20++G80 21++G79

7 6 5
17% 20% 21%
63%
Business Model Canvas Critical Success Factors Key Performance Indicators
24+76+G 33++G67 45++G55

4 3 2
24% 33% 45%
63+37
TOP!
SWOT Analysis
VOLUME IV 17
THE BUSINESS ANALYSIS AND PROJECT Many of the same benefits that PMOs provide can be
MANAGEMENT PROFESSIONS ARE AT THEIR attained by those performing business analysis. The
BEST WHEN THEY COEXIST HARMONIOUSLY. new standard includes an ‘Assess Business Analysis
DO YOU SEE THE RESTRUCTURE OF Performance’ and the adjustments to process can be done
PMOS AND BACOES TO MOVE TOWARDS as part of a PMO or at an individual project level for less
INCREASED MATURITY IN REQUIREMENTS mature organisations.
MANAGEMENT?
NOTING OTHER STANDARDS IN THE PMI

It’s really up to the organisation, how they are structured PORTFOLIO, SUCH AS THE ORGANISATIONAL
and what value they can achieve through a COE structure. PROJECT MANAGEMENT MATURITY MODEL
Smaller and less mature organisations are struggling with AND THE AGILE CERTIFIED PRACTITIONER
the fundamentals. For organisations that have PMOs, in (PROJECT MANAGER), CAN WE LOOK
addition to focusing attention on managing projects, they FORWARD TO FURTHER BUSINESS
need to focus attention on business analysis as it’s one of ANALYSIS SPECIALTY PUBLICATIONS?
the primary causes of project failure per our Pulse of the
Profession research.
We respond to what the community is requesting to do their
jobs better. We’ll give the community time to use our newest
business analysis standard, listen, take feedback and then
decide what comes next. For example, when we launched
... focus at tention on business our Professional in Business Analysis credential, we acted
upon feedback we received to create our Guide to Business
analysis as it’s one of the Analysis.
primary causes of project failure

...
Interview hosted by Joe Newbert
JOE NEWBERT IS MD OF BCMG, FOUNDER OF INTER-VIEW, CREATOR OF SKETCHNALYSIS, AND AN

UNABASHEDLY PASSIONATE CATALYST FOR MODERN BUSINESS ANALYSIS AND CHANGE.
/newbert @Newbert
AUSTRALIA EDITION
GLOBAL PATTERNS
OF BUSINESS
ANALYSIS in si g h t
PRACTICE
REGION
NORTH AMERICA EUROPE
PRIVATE SECTOR 55% 92%
Information Technology (27%) Professional Services (50%)

TOP 3 INDUSTRIES Financial Services (18%) Financial Services (17%)
Non-Profit Organisations (18%) Information Technology (17%)
ORGANISATION SIZE 50,000+ (27%) 1-10 (58%)
EMPLOYMENT MODE Permanent (50%) Permanent (55%)
TOP LEVEL Senior (45%) Senior (33%)
TOP JOB TITLE Business Analyst (36%) Business Analyst (58%)
TOP EXPERIENCE 15+ years (55%) 15+ years (42%)
TOP MODELLING NOTATION BPMN (45%) BPMN (91%)
Workshops (90%) Organisational Diagrams (100%)

TOP 3 TECHNIQUES Brainstorming (90%) Workshops (100%)
Process Modelling (80%) Brainstorming (100%)
MS Office (70%) MS Office (100%)

TOP 3 TOOLS MS Visio (70%) MS Visio (82%)
Sharepoint (60%) Trello (55%)
TOP SOLUTION METHODOLOGY Agile (82%) Agile (45%), UML (45%)
VOLUME IV 19
Explore similarities, disparities and trends

within the global pat terns of business analysis practice
- the role, notations, techniques, tools and methods.
AFRICA ASIA OCEANIA
87% 100% 80%
Financial Services (38%) Information Technology (56%) Professional Services (40%)

Information Technology (23%) Telecommunications & Internet (11%) Information Technology (25%)
Business Consulting (9%) Hospitality & Recreation (11%) Financial Services (25%)
1,001-5,000 (18%) 51-200 (33%) 11-50 (20%)
Permanent (85%) Permanent (67%) Permanent (95%)
Senior (41%) Senior (33%) Senior (45%)
Business Analyst (50%) Business Analyst (44%) Business Analyst (55%)
5-10 years (31%) 3-5 years (33%) 5-10 years (45%)
BPMN (59%) UML (71%) BPMN (60%)
Workshops (86%) Interviewing (100%) Workshops (100%)

Interviewing (82%) Gap Analysis (100%) Interviewing (95%)
Process Modelling (79%) Impact Analysis (100%) Process Modelling (85%)
MS Office (88%) MS Office (100%) MS Office (95%)

MS Visio (80%) MS Visio (86%) MS Visio (95%)
Sharepoint (59%) Sharepoint (71%) Sharepoint (80%)
Agile (51%) Agile (71%) Hybrid (80%)
AUSTRALIA EDITION
FEATURE
DRAWING ON
THE POWER OF
SKETCHNOTING
With Talia Lancaster
Talia Lancaster talks with Belinda Knol

about drawing on the power of
sketchnoting to create beautiful
pictures that really are worth
a thousand words.
TALIA IS A SCRUM MASTER AND AGILE CONSULTANT AT IQ BUSINESS WITH A PASSION FOR VISUAL THINKING
AND SKETCHNOTING. SHE RUNS A POPULAR BLOG CALLED “SKETCHING SCRUM MASTER” WHICH SHARES
KNOWLEDGE THROUGH SKETCHNOTES.
/talia-lancaster-b64a2267 @SketchingSM sketchingscrummaster.com
VOLUME IV 21
LET’S START WITH THE QUESTION A LOT OF PEOPLE MIGHT BE INTIMIDATED

EVERYONE’S ASKING - WHAT IS BY THE IDEA OF SKETCHNOTING AND FEEL
SKETCHNOTING AND, MORE SPECIFICALLY, OVERWHELMED ABOUT WHERE TO START.
WHAT DOES THE TERM SKETCHNOTING WHAT WOULD YOUR ADVICE BE TO THEM?
MEAN TO YOU?
My advice is to pick up a pen and start. It doesn’t matter if

Sketchnoting is essentially the process of taking graphical it’s not a beautiful piece of art, as long as it makes sense to
notes (using both pictures and text). It helps both the author you. There are also basic elements that you can work on,
and the reader to understand and retain information better. such as containers (bubbles to contain and organise your
Many business analysts will have heard of “rich pictures”, information), arrows, lines, people (it’s all right to draw stick
“info doodling” or “visual note-taking”, which are very people) and you can experiment with different typography.
similar.
I always found myself taking lots of notes, and doodling,
IS THERE ANYTHING THAT YOU STRUGGLE
in meetings or presentations. At first I was concerned
TO DRAW?
that these would be perceived as wasting time, but then
I realised that they helped me interpret, understand and
retain information better. I went beyond doodling randomly,
Yes! There are many things which I find challenging to draw.
to learning how to harnesses the power of imagery to take
It’s tough when you are drawing live and you want to draw
meaningful notes for myself.
something awesome, but there is a delay between your
thinking and your drawing. In those situations, I sometimes
Google an icon (to learn something new) or I just try it out.
HOW DID YOU GET STARTED WITH
SKETCHNOTING?
If it’s not perfect, that’s okay! As long as I know the point
I was trying to get across. Then I’ll just label it with what
I attended a conference a year or two ago, and found myself
I intended it to be and move on. It’s not about perfection.
taking lots of notes. People peeked over my shoulder
Those imperfect images are often funny memories to look
and asked me to share my notes with them - so I shared
back on and trigger your thinking.
them and got great feedback. I was then introduced to the
concept of “sketchnoting” by a BA colleague of mine, Angie
Doyle, who encouraged me to pursue it.
DO YOU HAVE A BACKGROUND IN ART OR A lot of it is your own

DRAWING?
interpretation of the content
At school I took art, but what I’ve found is that you don’t
and what it means to you.
need to be an artist to do this: anyone can do it. It’s about
ideas, information and getting a point across with as few
lines as possible - using basic shapes and elements to DO YOU HAVE A SET OF “GO-TO” ICONS OR
capture concepts. SHAPES THAT YOU FIND YOURSELF USING
MORE THAN OTHERS?
Yes, I definitely have some go-to images. I’ve built up a core

... It’s about ideas, information set of imagery, and I build on these as well - it’s like learning
a new language. I find that certain icons are extremely
and get ting a point across ... useful, such as light bulbs (which can represent thinking,
or innovation), boxes and speech bubbles. A lot of it is your
own interpretation of the content and what it means to you.
You will find quick images that work well which you can
re-use in the future.
AUSTRALIA EDITION
ARE THERE ANY LEARNING RESOURCES I’ve also seen it work effectively to guide and facilitate
THAT YOU WOULD RECOMMEND? team conversations and brainstorming. Words can often be
misunderstood or misinterpreted, but when you use images
and visual elements (arrows, lines, boxes, icons) in addition
Sketchnoting is quite a big trend internationally and there to words, it aids understanding and communication very
are lots of resources available. There are quite a few books well.
out there. Two examples are “The Sketchnoters Handbook”
by Mike Rohde, and “The Doodle Revolution” by Sunni
Brown (she also has a great TED Talk). There are also many I’VE HAD A LOOK AT SOME OF YOUR
online resources if you search for sketchnoting. SKETCHNOTES, AND SEE THAT YOU USE
THEM IN MANY ASPECTS OF YOUR DAY.
WHERE DO YOU FIND THEM MOST USEFUL?
WHY DO YOU THINK THAT SKETCHNOTING
IS BECOMING SO POPULAR?
Sketchnoting can be used in various ways - such as live
note-taking in meetings, conferences and presentations. I
Sketchnoting, and using visuals, is much easier for people also use it to summarise books that I’ve read. I find that it
to understand than text only. It takes a split second to tests my understanding of the information and makes it easy
recognise and interpret an image as opposed to words. This to go back and refresh myself on the key points covered.
is why so many companies are opting for infographics and
visual summaries as opposed to text-heavy documents.
Some concepts, especially complex ones, are easier to The broader philosophy behind this is Visual Thinking.
portray using images. How do we use visuals to enhance our conversations and
take meaningful notes for ourselves and others? In this
way, the use of visuals can be valuable for team workshops,
I am definitely a visual learner, and with 65% of people brainstorming and group discussions - where we make our
falling into that bracket, I’m not alone. Many people learn conversations visual and ensure that everyone participates
better through visuals, and this number is rising. I use visuals and has a shared understanding on the session.
a lot when working with teams as it can reduce meeting
time significantly. It helps keep conversations focused and
ensures everyone is on the same page. HOW DO YOU ADJUST YOUR SKETCHNOTING
TECHNIQUES TO CATER FOR DIFFERENT
SITUATIONS?
LOOKING BACK, WHEN DO YOU THINK
THAT YOU FIRST REALISED THAT PICTURES
WORKED BETTER THAN WORDS FOR Sketchnoting has different applications, so it depends what
COMMUNICATING INFORMATION? WAS you are trying to do. I think that anyone can take notes for
THERE SOMETHING THAT TRIGGERED THIS themselves and it would be valuable just to have these in a
REALISATION? notepad of some kind. In a team or workshop environment,
visual thinking and the use of visuals can be extremely
engaging and valuable. In this situation I would recommend
There is definitely still value in words, but I would say that you rather draw on flip charts or whiteboards so that
that I only recently realised how valuable images can be everyone can see and participate in the note-taking.
in supplementing text. When I started to share my visual
summaries with others, I had an overwhelming response. So
many people saw value in the information and were able to DO YOU FIND THAT YOU ENJOY USING
learn from my notes. SKETCHNOTES MORE FOR CERTAIN
SUBJECTS THAN OTHERS? I WOULD
IMAGINE THAT THE MORE FAMILIAR YOU
ARE WITH THE SUBJECT, THE EASIER IT IS -
... Words can of ten be IS THAT AN ACCURATE ASSUMPTION?
misunderstood or misinterpreted
VOLUME IV 23
Some topics are definitely more challenging than others and

there are times where I want to draw something great, but
I don’t know how. In this case, it helps me identify where I
need to improve on my skills.
... visual thinking and the use

of visuals can be extremely
engaging and valuable.
I find that through sketchnoting I have built up a visual

vocabulary that I can pull from when needed. For example
I use light bulbs a lot because they can represent many
concepts, such as ideas, strategy, inspiration, innovation.
When I take live notes it’s always extremely daunting,
because as much as you think you are prepared, there will
always be topics that you can’t anticipate - but that’s what
I love about it, capturing the moment, the emotion and the
conversation as it emerges.
AUSTRALIA EDITION
TOP-10 GO-TO REQUIREMENTS

ELICITATION TECHNIQUES:
Surveys Lessons Learned Mind Mapping
31+69+G 35+65+G 36+64+G

10 9 8
31% 35% 36%
Root Cause Analysis Observation Context Diagram
48+52+G 51++G49 56++G44

7 6 5
48% 51% 56%
87%
Document Analysis Brainstorming Interviewing
62+38+G 80++G20 83++G17

4 3 2
62% 80% 83%
87+13
TOP!
Workshops
VOLUME IV 25
I like to share my sketchnotes, although it can be quite

nerve-wracking (my spelling isn’t always on point)! This
gives others a chance to remember what was discussed,
It’s a skill that you can learn, and those who weren’t there are also able to access the
information.
even if you don’t consider
yourself an artist ... WHAT IS YOUR ADVICE TO ANYONE HOPING
TO START SKETCHNOTING AND VISUAL
THINKING?
There are some basic elements that you can research online
and there are quite a few books out now which explain the
method. My best advice is just to start. If you are taking
YOU POST PICTURES OF YOUR
notes or having team sessions, try to incorporate some
SKETCHNOTES ON YOUR BLOG AND
visuals, and you will learn from there. It’s a skill that you can
VARIOUS SOCIAL MEDIA CHANNELS. DO
learn, even if you don’t consider yourself an artist, and it will
YOU FIND YOURSELF REFERRING BACK TO
add a lot of value to your note-taking and conversations.
THEM LATER? WHAT ELSE DO YOU DO WITH
Just start somewhere, and keep practising!
THEM?
Yes, I have found myself going back to them quite often.

I’m privileged to go to quite a few conferences and
presentations, which often become a bit of an information
overload - although the content is so useful! Taking notes
helps me remember key points and models that were
discussed, and it gives me the opportunity to go back to
them later.
Interview hosted by Belinda Knol
BELINDA KNOL IS AN ECOMMERCE & CUSTOMER EXPERIENCE MANAGER FOR TFG, WHO IS
PASSIONATE ABOUT BUSINESS ANALYSIS AND IMPROVING THE WAY THAT TEAMS COLLABORATE.
/belinda-knol-a90a94a0
AUSTRALIA EDITION
in si g h t HOT AND COLD APPROACHES

TO DELIVERING BUSINESS SOLUTIONS
WHICH BUSINESS MODELLING NOTATIONS DO YOU USE?
▐ BPMN ▐ 60%
▐ IDEF0 ▐ 2%
▐ EPC ▐ 1%
▐ SSADM ▐ 1%
▐ UML ▐ 41%
▐ INFORMAL HYBRID ▐ 28%
▐ NONE ▐ 15%
54+46+T 39+61+T 4+96+T

WHICH SOLUTION DEVELOPMENT METHODOLOGIES DO YOU USE?
Agile Waterfall Package

Methodology
54% 39% 4%
50+50+T 13+87+T 1+99+T

Informal Hybrid
50%
None
13%
Other
1%
YOUR
BRAND
HERE
REACH 1000S OF ENGAGED BUSINESS
AND IT CONSULTING PROFESSIONALS
WITH INTER-VIEW
Headline Packages
Sectional Sponsorship
Advertising Opportunities
To find out how you can get your message across contact:
interview@bcmg.co.za
FEATURE
BRIDGE BUILDING
THE BUSINESS
ANALYSIS With Marie-France Mardi,
COMMUNITY Zara Sheldrake
Marie-France Mardi and

Zara Sheldrake talk with
James Neethling about how
knowledge shared is bridge
building the business analysis
community together.
ZARA AND MARIE-FRANCE ARE BUSINESS ANALYSTS WHO - THROUGH THEIR STRONG SHARED INTEREST
AND BELIEF IN COMMUNITIES FOR FUN, ENGAGED, PEER-TO-PEER LEARNING AND DEVELOPMENT - TOGETHER
FOUNDED THE CAMBRIDGE BUSINESS ANALYSIS COMMUNITY.
/marie-france-mardi-8210ab22/ @MFMardi https://www.linkedin.com/groups/8531472
/zarasheldrake @Zara0_o
VOLUME IV 29
CONGRATULATIONS! THE CAMBRIDGE HOW HAS LOCAL INDUSTRY AND THE

BUSINESS ANALYSIS COMMUNITY PROFESSIONAL COMMUNITY RESPONDED
HAS RECENTLY CELEBRATED ITS 1ST TO THIS OPPORTUNITY TO COLLABORATE?
ANNIVERSARY. WHAT WERE THE AIMS WHAT INTEREST AND GROWTH HAVE YOU
WHEN STARTING OUT, AND HOW HAS THE EXPERIENCED?
VISION EVOLVED?
We keep growing! At our initial events we had 15-20 people,

Thank you. It was great to celebrate our first year and then new people turned up and we saw people return after
reflect on what we’ve achieved together. Our vision was set a few sessions. Our LinkedIn group went from 40, to 50, to
at the start as: 60 and to 86 members today. So far over 100 people have
registered to attend our events, from 32 organisations.
“Build a network of Business Analysts (from the Cambridge

area) to provide a platform for people to meet, learn, The local industry has been supportive in promoting the
develop their skills and knowledge, share information, and events internally to their staff, and also assisting with
help grow the profile of Business Analysis as a function.” venues for the meetings. It’s clear that people are seeing
value in a free, volunteer-run community as a learning tool.
We still believe in that vision, though we’ve focused much

more on the meeting, learning and developing skills than WHAT CAN PEOPLE EXPECT TO GAIN BY
we have on the promotion of the profession so far. We are ATTENDING A CBAC SESSION? WHAT ARE
planning to work with the community to revisit our vision THE VARIETIES OF TOPICS AND EVENTS
now we’re a year in. THAT ARE TYPICALLY HELD, E.G. TALKS,
WORKSHOPS, TRAINING, MEET-UPS?
WHERE DID YOU LOOK TO FOR INSPIRATION

WHEN DECIDING HOW TO BUILD THE CBAC? We’re always guided by the vision, and asking our members
DID YOU START WITH ANY PARTICULAR what they want to get from the community. We deliver
ENGAGEMENT MODEL IN MIND, OR HAS IT practical skills training (e.g. we ran a session on models
EMERGED ORGANICALLY? for BAs where 4 of us shared our favourite models, and
got people some practice), we get speakers from the field
and give rundowns of events we attend like the Business
We were aware of various successful groups locally, so Analysis Conference in London.
asked a bit of advice from them and then approached a
local business peer learning network to find out if a BA peer
group existed. We found there wasn’t one, so we used our
own social networks to reach out and seek interest.
We’re always guided by the
There wasn’t a specific engagement model in mind and the
community has grown organically and through word of
vision, and asking our members
mouth, which has been really positive for us. what they want to get from the
community.
We used the community themselves for inspiration - our
first meetup was used to elicit the requirements, running a
‘what would you like’ workshop, including a futurespective
to take a stab at what would make us successful. Later we
The community broadens horizons to other trends in the
prioritised the ideas generated and set to work on delivering
industry. We also have ‘lessons learnt’ sessions discussing
them.
successes and what didn’t work so well. For example we
ran a session on story mapping, then followed up with
a discussion online to talk through our attempts at the
technique.
AUSTRALIA EDITION
Very importantly, we always make time for networking at This is actually our biggest challenge. We use the LinkedIn
our events. We’ve found that BAs can often be isolated Group for that purpose; posting messages, questions and
and at the intersection of conflicting stakeholders and the suggestions to start conversations with people. However,
community, so something really positive we can offer is a not everyone uses LinkedIn or checks it often so we also
sympathetic ear (or 40!) from shared experiences. promote events via email (which generally gets a great
response rate). We see some conversations have carried on
post event via email.
WHAT SHARED INDUSTRY REALISATIONS
The community have started exploring the opportunities for
ARE ATTENDEES DISCOVERING THROUGH
a different community forum to host the conversations, and
THEIR INVOLVEMENT IN THE COMMUNITY?
any recommendations are gratefully received as this will be
WHICH COMMON THEMES ARE PEOPLE ARE
a big project for us to take on!
DISCUSSING?
LOOKING BACK ON YOUR FIRST YEAR,

Very early on, there was a shared realisation that we are
WHAT HAS WORKED WELL AND WHAT
not alone in the challenges we all face at work. People enjoy
WOULD YOU DO DIFFERENTLY, IF YOU
sharing those challenges and having a cathartic discussion
COULD DO IT AGAIN?
about them.
It’s been a brilliant year. We feel very lucky to have met a

We often discuss the different backgrounds our members
fantastic bunch of enthusiastic people. There’s not yet a
have come from before becoming BAs. It’s pretty common
need to be organised more formally (such as affiliating to
to move into the role from roles such as Test Engineer,
professional organisations). What we’re doing seems to
Product Owner or Product Manager, but we’re also now
work for us and for the group so far.
seeing people taking business qualifications at university
and coming in straight from those.
Another frequent theme for a while has been Agile. We

often discuss our role in it, as well as how to implement the We feel very lucky to have met
methodology at our places of business.
a fantastic bunch of enthusiastic
HOW ARE YOU APPROACHING THE NEED
people.
TO CONTINUALLY ATTRACT INTERESTING
TOPICS AND SPEAKERS ON A REGULAR
BASIS?
We have been thinking of setting ourselves up with things
such as a central email group, we recently got a logo, and
Essentially we’ve not had to yet. We organically grew and
now set planning meetings regularly. These planning
built the programme from that first session and consequent
meetings, with a small core group of motivated members,
discussions. We have been lucky to meet and know great
have been very positive. We probably should have begun to
speakers who’ve offered to speak for us. We’ve also now
form that earlier and delegate more of the day-to-day tasks.
started to be approached by externals wanting to run a
It can be a lot of work to run a successful community.
session for the community rather than us seeking them out,
which is fantastic.
IN WHAT WAY IS MOMENTUM MAINTAINED

WITHIN THE COMMUNITY OUTSIDE OF
THE ORGANISED SESSIONS? ARE THERE
ANY SUPPORTING CHANNELS THAT KEEP
MEMBERS ENGAGED?
VOLUME IV 31
TOP-10 GO-TO STAKEHOLDER

ANALYSIS TECHNIQUES
CATWOE Stakeholder Wheel Principled Negotiation
4+96+G 5+95+G 5+95+G

10 9 8
4% 5% 5%
Power / Interest Grid Stakeholder Nomination None
10+90+G 15++G85 21++G79

7 6 5
10% 15% 21%
43%
Background Research Stakeholder Management Planning Business Activity Modelling
29+71+G 31++G69 31++G69

4 3 2
29% 31% 31%
43+57
TOP!
RASCI
AUSTRALIA EDITION
BEYOND PASSIONATE PEOPLE, WHAT IS

YOUR ADVICE AND ENCOURAGEMENT FOR
ANYONE WHO IS ATTEMPTING TO MATURE
A FLEDGLING GROUP INTO A SUSTAINABLE
COMMUNITY?
Ask people what they want, try something, get feedback

and adapt if need be. Involve people in the process so
they feel they have a say, and feel more ownership. Invite
opinions and ask people to volunteer to host or help. We’re
not experts here, but we always try to check that what we
are doing is meeting the needs of the community, and act on
that feedback. That seems to work for us.
GIVEN THE JOURNEY THAT YOU HAVE BEEN

ON WITH DEVELOPING THE CBAC, WHAT
PLANS HAVE YOU GOT TO BUILD ON YOUR
Ask people what they want, try SUCCESSES?
something, get feedback and
adapt if need be. We have planned our sessions for the rest of the year now,
and have more ideas for sessions than time to do them
in! We want to run a survey with people to check back on
what they have found useful / not useful, adapt our vision
if needed, and we’re looking at finding something more
collaborative and conversational for the online part of the
community. We want to be sure we’re supporting members
who cannot attend the events as well as those we see in
person.
Interview hosted by James Neethling
JAMES NEETHLING IS A PRINCIPAL CONSULTANT AT SARATOGA, WHO IS DEEPLY PASSIONATE

ABOUT HOW BUSINESS ANALYSIS COMPETENCIES HELP ORGANISATIONS TO UNLOCK VALUE.
/james-neethling-25516214
VOLUME IV 33
in si g h t PLOTTING A PATH TO
BUSINESS ANALYST SENIORITY
WHAT IS YOUR AGE?
18 TO 24 ▐ 31% ▐ 5% ▐ 0% ▐ 0%
25 TO 34 ▐ 66% ▐ 61% ▐ 28% ▐ 20%
35 TO 44 ▐ 3% ▐ 24% ▐ 43% ▐ 56%
44 TO 55 ▐ 0% ▐ 10% ▐ 18% ▐ 18%
55 TO 64 ▐ 0% ▐ 0% ▐ 10% ▐ 6%
65+ ▐ 0% ▐ 0% ▐ 1% ▐ 0%
%
• Junior
• Intermediate
• Senior
• Manager
WHAT IS YOUR EDUCATION?
HIGH SCHOOL ▐ 10% ▐ 4% ▐ 3% ▐ 3%
TERTIARY DIPLOMA ▐ 17% ▐ 14% ▐ 19% ▐ 24%
BACHELORS DEGREE ▐ 35% ▐ 24% ▐ 29% ▐ 34%
HOUNOUR’S DEGREE ▐ 24% ▐ 32% ▐ 21% ▐ 26%
POST-GRADUATE DIPLOMA ▐ 10% ▐ 14% ▐ 10% ▐ 3%
MASTERS ▐ 4% ▐ 12% ▐ 18% ▐ 10%
%
• Junior
• Intermediate
• Senior
• Manager
WHAT IS YOUR EXPERIENCE?
0-1 YEARS ▐ 17% ▐ 0% ▐ 0% ▐ 3%
1-3 YEARS ▐ 62% ▐ 17% ▐ 6% ▐ 7%
3-5 YEARS ▐ 17% ▐ 42% ▐ 9% ▐ 10%
5-10 YEARS ▐ 4% ▐ 29% ▐ 41% ▐ 19%
10-15 YEARS ▐ 0% ▐ 5% ▐ 24% ▐ 28%
15+ YEARS ▐ 0% ▐ 7% ▐ 20% ▐ 32%
%
• Junior
• Intermediate
• Senior
• Manager
AUSTRALIA EDITION
Case study
HOW SKILLED
BUSINESS ANALYSIS
GETS PROJECTS ON
TRACK
With Rosemary Dixon-Ward
Rosemary Dixon-Ward talks with

Gareth Jones discussing how
skilled business analysis gets
projects on track by helping to
overcome fundamental challenges.
ROSEMARY IS A BUSINESS ANALYSIS CONSULTANT AT BUSINESS ANALYSTS (PTY LTD), AND PRIDES HERSELF AS
AN HONEST, ETHICAL AND HIGHLY ORGANISED TEAM PLAYER WHO DELIVERS QUALITY BUSINESS ANALYSIS
SERVICES TO HER CLIENTS.
/rosemary-dixon-ward-66872740 busanalysts.com.au
VOLUME IV 35
PROJECT DELIVERY OFTEN SUFFERS

WITHOUT SKILLED BUSINESS ANALYSIS. IN
YOUR RECENT PROJECT, WHAT WAS THE
DIVIDE BETWEEN THE ACTUAL BUSINESS
PROBLEM AND THE INTERPRETED PROJECT
SOLUTION?
The programme consisted of an international acquisition

and total system replacement to align with the new
parent company. It was particularly challenging due to the
constraints of the local legislation and business rules around
sales, and the logistics of ordering massive machines and
parts from many different locations around the world.
The business sponsor had indicated to the programme team
that they needed new work instructions, as the existing
ones were incorrect. The programme team understood this
as requirement to redo the architectural business process
model, and a project objective was set to complete this
process elicitation and modelling piece of work.
Soon after engaging with the business stakeholders, it
became apparent that it wasn’t the processes that were
incorrect but rather that the detailed work instructions
were outdated (as had been originally requested). The work
instructions could not be used for training or for identifying
defects as required. There was a misunderstanding between
what was actually needed, and what was understood to be
needed. People from business and the programme were
talking to each other, but not communicating. They were
using the same technical terminology to talk about different
things.
ANY DISCONNECT BETWEEN BUSINESS

AND PROJECT IS A MATTER FOR
CONCERN. WHAT WERE THE UNDERLYING
CONTRIBUTORS TO THIS SITUATION?
Due to programme management not engaging the business

stakeholders effectively, there was a breakdown in
communication. Business analysts understand the need
for early engagement with business areas, and can apply
their skill-set to work through terminology barriers and
understand stakeholder needs. They can also validate issues
by trying to see working scenarios.
Business analysts understand the

need for early engagement ...
AUSTRALIA EDITION
Whilst there was a business analyst on the programme This shift in priorities was recorded, and the delivery plan
team, their particular role was focused on the programme was revised to incorporate the changes and to see if there
activities (i.e. the architectural process, value streams, etc.). was capacity for new additions.
And because the business stakeholders didn’t speak in this
language, when the original request for assistance was It’s important to have a delivery plan that enables flexibility.
made, the need was misinterpreted. One that provides a transparent look at what is being
worked on now, and what is to be worked on next. When
This was the root cause of the disconnect between the priorities change, the plan can be referred to to see where
business and IT areas. It became very much an ‘Us’ and the changes can be incorporated and any impacts to future
‘Them’ mentality. Business stakeholders felt that the activities assessed.
changes being implemented as part of the programme had
been done to them, not with them. And this made them
resistant to the programme and to the change. GETTING THE FOCUS RIGHT AND GIVING
VISIBILITY CERTAINLY HELPS BUY-IN. HOW
IMPORTANT IS STAKEHOLDER INTERACTION
YES, CHANGE MANAGEMENT IS CRUCIAL IN ACHIEVING THIS?
FOR EVERY PROJECT. WHAT WERE THE
IMMEDIATE SHORTCOMINGS IN THE
BUSINESS ANALYSIS APPROACH THAT YOU Hugely important. This showed in the delays that were
WERE AWARE OF? experienced initially when attempting to get the business
/ domain SMEs to commit to elicitation sessions, and again
as the engagement progressed when they found it difficult
During the delivery of the programme of work, the business to get the time needed to review the products that had be
stakeholders hadn’t been taken along the journey to produced.
understand the value of what was to be delivered. The
organisational change assessment hadn’t been completed
effectively.
When business stakeholders are not
It is vital to bring people along on the change that they will properly engaged, project teams
soon come to own. Much more relevant insight is uncovered
this way and the likelihood of delivering a successful project
may run the risk of working hard at
increases because of this buy-in from everyone. delivering the wrong thing.
GIVEN THESE SENTIMENTS FROM THE
BUSINESS AND PROJECT STAKEHOLDERS,
WHAT WAS THE APPROACH TAKEN TO When business stakeholders are not properly engaged,
ADJUST THE SCOPE, PRIORITIES AND project teams may run the risk of working hard at delivering
DELIVERY? the wrong thing. When business stakeholders feel they
aren’t heard, they can be quite destructive to the process,
for example: not attending or contributing to meetings.
After an initial ‘clear-the-air’ meeting, a workshop was
Simple moves, like spending time sitting with the SMEs at
facilitated with the business Subject Matter Experts
their location, can help to prevent / combat a breakdown in
(SMEs) assigned to the initiative, and questions were
relationship. When a business stakeholder comes to you for
asked about the state of the engagement and what they
improvements you know you have established trust.
thought the engagement should be about. That is where the
misalignment in understanding was unpacked.
Next was the prioritisation of items, which the business
stakeholders did themselves. Probing questions helped to
draw links, and by using a visual, interactive approach the
stakeholders were able to decide the key areas of focus.
As the engagement progressed, the priorities changed. That
was when the focus honed in on the work instructions only.
VOLUME IV 37

ANALYSIS TECHNIQUES
Dynamic Modelling None Value Proposition Analysis
1+99+G 5+95+G 22+78+G

10 9 8
1% 5% 22%
Business Event Analysis Decision Analysis Value Chain Analysis
23+77+G 33++G67 33++G67

7 6 5
23% 33% 33%
79%
Organisation Diagrams Business Rules Analysis Gap Analysis
42+58+G 55++G45 57++G43

4 3 2
42% 55% 57%
79+21
TOP!
Business Process
Modelling
AUSTRALIA EDITION
HAVING BEEN INTIMATELY INVOLVED IN THE material, knows the outcomes and can utilise them as
PROCESS AND HAVING SEEN THE BENEFITS, required.
WHAT UPLIFTMENT DID THE ORGANISATION
All of this led to another take-away, which is that the
EXPERIENCE IN THEIR OWN CAPABILITY?
SMEs learned to maintain an open mindset for continuous
improvement and to act upon it, either personally or by
calling for a business analyst.
From a place where business stakeholders reluctantly
engaged, to a point where they proactively talked about
what they can do with the rest of their area.
ON REFLECTION, HOW DID THE BUSINESS
SMEs began to show real ownership and confidence in their STAKEHOLDERS FIND THE RESULTS OF
process knowledge, and their ability to develop the work SKILLED BUSINESS ANALYSIS? AND HOW
instructions they require for themselves. Their language CAN BUSINESS ANALYSTS GAUGE THIS?
shifted from being negative and defensive to a place with
positive words (particularly when they talked about their
processes and the challenges they were facing). Sometimes business stakeholders see the business
analyst as an impost on their time, but usually once they
They began to believe in themselves more. They believed
have experienced the value of skilled business analysis,
that they could do some of the delivery themselves, having
they change their minds significantly. They then view the
been a part of the elicitation approach and the new wave
relationship positively and engage more and more.
of collaboration. The SMEs experienced the process of
redefining work instructions, and had been armed with the
tools and templates.
The programme team experienced a vast improvement It’s good practice to ask your
in engagement with the business, and now stakeholders
from the programme and the business talk together stakeholders for feedback, ...
more frequently and share information more freely.
The interactions and general posturing has changed
considerably. Feedback from business stakeholders was that they felt
the way they had been engaged had provided them the
opportunity to achieve the desired outcomes that they were
WHAT A POLAR SHIFT FROM THE ORIGINAL looking for. The approach didn’t have an operational impact
BEGINNINGS TO THE END OUTCOMES. or take them away from their daily activities, and provided
HOW DID THIS HARD WORK ULTIMATELY plenty of value.
MANIFEST AND WHICH KEY LESSONS WERE
It’s good practice to ask your stakeholders for feedback,
LEARNED?
regularly, and after each assignment. When you ask for it
early and continuously then you will have a better handle on
being able to implement changes based on the feedback. All
For future projects and programmes, the key realisation was
too often feedback is asked for at the end, when there is less
that collaboration drives much better business outcomes,
opportunity to change direction or adjust your approach.
sooner. In addition, the business stakeholders know the
Interview hosted by Gareth Jones
GARETH JONES IS A PRACTICE MANAGER AT BUSINESS ANALYSTS (PTY LTD), WHO STRIVES IN
BUILDING TRUSTED STAKEHOLDER RELATIONSHIPS TO DELIVER SUCCESSFUL PROJECTS.
/gareth-jones-95634223
We can help with your Digital Transformation
Innovation,
Design Thinking
and Lean
Iteration and
Collaboration
Implementing
Change
Business Analysis with Agility

Consulting
Coaching
Training
Business Analysts Pty Ltd

Melbourne | Sydney | Brisbane | Canberra | Adelaide
www.busanalysts.com.au
A R T IC L E
GEARING UP
WITH GOOD BUSINESS
ANALYSIS PRACTICE
WitH Elyse Yates
Elyse Yates talks with Bryce Undy about

how gearing up with good business analysis
practice makes a remarkable difference to
successful business change.
ELYSE WORKS AS A BUSINESS ANALYST TEAM LEAD AT BUSINESS ANALYSTS (PTY LTD) IN BRISBANE. HER
EXPERIENCE OF DELIVERING LARGE COMPLEX PROJECTS GIVES HER A BROAD UNDERSTANDING OF THE
CHALLENGES OF IMPLEMENTING TECHNOLOGY.
/elyse-yates-1380152a busanalysts.com.au
VOLUME IV 41
BUSINESS ANALYSIS IS OFTEN Knowing where to start. On a large programme with vast
OVERLOOKED IN FAVOUR OF PROJECT scope it’s often difficult to know where to start. That’s
DELIVERY. BUT HOW IS BUSINESS where it helps to work out the strategic direction first.
ANALYSIS THE TRUE ENABLER OF MAJOR
When you understand the strategic direction, you can focus
ENTERPRISE-WIDE TRANSFORMATION?
your business analysis activities on the right things. By
aligning your work with the strategic direction, this really
helps you prioritise which aspects of the scope to look at
Good business analysis is about improving the business
first.
outcomes.
Through a full suite of tools and techniques, business
analysts can assess value, determine needs and manage GIVEN THAT GOOD BUSINESS ANALYSIS
requirements. We can ensure that strategic plans can be IS ABOUT IMPROVING THE BUSINESS
translated into measurable operational actions performed OUTCOMES, WHAT’S YOUR TAKE ON THE
by line of business functions by tying the strategic STATE OF BUSINESS CHANGE PROJECTS IN
objectives of the enterprise-wide transformation with AUSTRALIA AND WORLDWIDE?
actions that are performed on the ground. Through the use
of enterprise and business architecture, business analysis
can ensure that decisions made at the executive level are I have been reading the Inter-View Report series, which has
executed at the coal face. been published since 2014. The report looks at the global
state of business analysis, project delivery and change
Business analysis assists the enterprise by making sure we
management, and it highlights what kind of challenges
are all following the right direction.
projects face. Not many projects succeed. According to the
2016 Inter-View Report, only 63% achieved the business
objectives. 56% realised business benefits and 41%
TO HELP FRAME THIS VALUE PROPOSITION,
succeeded with change management.
CAN YOU GIVE AN EXAMPLE WHERE
GOOD BUSINESS ANALYSIS HAS BEEN THE
FOUNDATION OF SUCCESS?
According to the 2016 Inter-View
On a recent project in the electricity sector, I assessed the
issues impacting the control room and prioritised their
Report, only 63% achieved
requirements. This allowed them to quickly find a Com- the business objectives. 56%
mercial-Off-The-Shelf (COTS) product. There were a load
of issues and pain points, so we organised the issues into
realised business benefits
requirements, prioritised the requirements and aligned
them with the organisational strategy. This led to a much
and 41% succeeded with change
faster path to procurement. management.
Business analysis is often seen as a necessary evil by Project
Managers, in that the analysis process can be seen to be
improving quality at the expense of extending the project This reflects similar information I remember seeing in the
timeframe, but this is far from being the case. When done late ‘90s, so not much has changed. The key challenge is
properly, business analysis decreases the time to complete defining scope and getting it right. Projects often take on
a project. By analysing the pain points up front and turning too much at once. Studies have shown that smaller project
them into requirements, business analysis sped up the are more likely to succeed.
process to procure a suitable solution.
MAKING SCOPE AND SIZE MANAGEABLE

MAKES SENSE. HOW WILL WORKING ON
THIS IS CERTAINLY SOMETHING THE IMPROVING THESE TWO THINGS INCREASE
PROFESSION NEEDS TO DEMONSTRATE. THE SUCCESS RATE OF PROJECTS AND,
WHAT ARE THE TYPICAL CHALLENGES ULTIMATELY, DELIVER BETTER BUSINESS
FACED IN DOING SO BY BUSINESS ANALYSTS RESULTS?
ON LARGE PROGRAMMES AND PROJECTS?
AUSTRALIA EDITION
Smaller projects have a better chance of success. Chunking It’s no longer what the system can do for you, but rather
up a larger project into sub-projects will assist the projects what you can do with the system.
be more successful. As a business analyst, when you are
Business analysis in the IT sector has moved away from
first given a project, you will often find the scope is not well
the technical side and towards the business side. There
defined. Business analysts can help define the scope of the
is much more of a focus on business benefits and change
project.
management.
In that context, the business analysts can identify items of
With new types of software - AI for example - there may
scope which can be grouped together into sub-projects. By
be a return to the previous technical focus for business
creating sub-projects, you can have multiple teams working
analysis, but currently it is geared towards procurement of
in parallel and achieve the same, if not better, results as
off-the-shelf solutions.
running a single large project.
CERTAINLY AGILE APPEARS TO BE IN

FAVOUR. HOWEVER, IS AGILE THE SILVER
BULLET TO PROJECT SUCCESS?
It is not the silver bullet. But it does chunk up work into

smaller pieces and gives us the framework to prioritise the
effort required. Agile gives us the ability to break the work
up and deliver iteratively.
What I like about Agile is the concept of ‘usable pieces of
functionality’. That way you don’t get to the end of the
project before you discover it’s not usable.
THE PROFESSION HAS COME A LONG WAY

OVER THE LAST FEW DECADES. WHAT
DO YOU THINK WILL BE THE FUTURE OF
BUSINESS ANALYSIS?
That’s an interesting question. When I started out, IT

was new and we gathered requirements for bespoke
development. The sky was the limit in terms of requirements
and the developers would build a product that met those
requirements.
It’s no longer what the system

can do for you, but rather what
you can do with the system.
Now organisations are more focused on purchasing COTS

products, rather than developing from scratch. Business
analysis has moved more towards comparing business
requirements to functional features of existing products.
Requirements are now for procurement, using them to
assess what is in the box of what’s being offered.
VOLUME IV 43
TOP-10 GO-TO SOLUTION

ASSESMENT TECHNIQUES
Investment Appraisal None Options Identification
7+93+G 14+86+G 18+82+G

10 9 8
7% 14% 18%
Vendor Assesment Business Case Report Business Case Presentation
20+80+G 25++G75 38++G62

7 6 5
20% 25% 38%
59%
Feasibility Assessment Cost Benefit Analysis Risk Analysis
43+57+G 45++G55 57++G43

4 3 2
43% 45% 57%
59+41
TOP!
Impact Analysis
AUSTRALIA EDITION
IT CAN BE DIFFICULT TO START A CAREER BRINGING YOUR EXPERTISE AND

IN BUSINESS ANALYSIS. WHAT’S BEEN YOUR EXPERIENCE TOGETHER, WHAT
CAREER JOURNEY AS A BUSINESS ANALYST, UNDERLYING COMPETENCIES MAKE FOR A
AND WHAT ADVICE DO YOU HAVE FOR GOOD BUSINESS ANALYST?
PEOPLE LOOKING TO MAKE THE MOVE?
THREE KEY SKILLS OR TRAITS ARE REQUIRED:

When I started out, I studied IT at University. Back then, IT
1. Collaboration: talk to other business analysts, share
degrees encompassed Business Analysis and Development.
knowledge, join a professional membership organisation like
As I started my career, I found that I was more interested
IIBA and attend local events; be aware of the developments
in the way people interact with technology rather than
in the industry.
development, so becoming a business analyst was a more
natural career path for me. 2. Curiosity: be interested, ask questions, and listen to the
answers from SMEs.
Now IT (particularly business analysis) has more
specialisation, for example in BPM. Roles these days are 3. Creativity: in terms of business analysis, you often hear
much better defined. complaints about the current systems and processes
which can be quite negative. You can turn this negative
If you are starting out fresh, I would recommend studying
information into a positive solution.
Business Technology and Business Analysis at university.
However, some of the best business analysts I know didn’t As a business analyst, you have the opportunity to define
start out that way. If you want to move into business analysis how a problem can be solved. There is always more than
you should look at your existing skills, are you a good one way a problem can be solved. Coming up with a creative
listener, are you empathic, do you have a creative streak? solution is what makes business analysis so exciting.
Use those skills to get into business analysis.
If you’re a domain Subject Matter Expert (SME) or from
elsewhere in the business, and you are interested in
becoming a business analyst, you should leverage your
involvement on an IT project. Offer to get involved in testing
- something that SMEs often assist with - and accept more
responsibility for testing new functionality. If you get a
Coming up with a creative
chance to draw up test scripts, you can transfer that skill
into capturing functional requirements.
solution is what makes business
analysis so exciting.
Interview hosted by Bryce Undy
BRYCE UNDY IS MD OF TECHNOVATE STRATEGIC SOLUTIONS, AND CONTRIBUTES TO THE

PROFESSIONAL COMMUNITY AS A DIRECTOR ON THE BOARD OF THE IIBA AUSTRALIA CHAPTER.
/bryce-undy-b33ba225 @BryceUndy
in si g h t
PREDICTING THE
FUTURE WORLD
FOR BUSINESS
CONSULTING
16 business analysis, project delivery and change
management professionals from across the globe try
and predict the future world for business consulting.
ANGIE CULVERWELL, ZIMBABWE ANTON OOSTHUIZEN, UNITED

@ANGIE42102485 ARAB EMIRATES @DISRUPTED_BA
The country’s economic impact on business With difficult economic times ahead for
will be a key issue, therefore the focus will most industries, rather than relying on new
be on the need to find methods of keeping business, the CEO’s focus will be more on
the business afloat. business retention than ever before.
BRAD MCMAHON, AUSTRALIA CHRISTINA LOVELOCK,

UNITED KINGDOM
As companies realise digital is the future,
the customer will be the focus. Business An increase in entry-level BA roles, including
analysis and customer experience tools graduate schemes and apprentices, which will
and techniques will become more tightly eventually lead to more BA manager roles and
aligned. Head of Business Analysis roles.
DAVID MUNENE GAKURU, DEBRA URBAN, UNITED STATES

KENYA @MNESH OF AMERICA
Business’ main concern will be the nature Business Analysis will continue to be fleshed
of data, especially data veracity and how to out and properly defined, as there are
effectively aggregate the information so as currently many discrepancies regarding what
to be to provide insights and trends. a business analyst does and should do.
VOLUME IV 47
DESIREE PURVIS, NEW ZEALAND DIMA YAKOUB, SYRIAN ARAB

REPUBLIC @DIDIYAKOUB
Cyber security will lead to more demand for
people with the right skills and knowledge Organisations will better focus on the
to counter attacks, a non-functional right approaches, techniques, skills and
requirement that can no longer be glossed technologies to achieve business objectives
over. at all levels and align them to their strategic
goals.
FRANZELLE DE KLERK, NAMIBIA JANG MAN, SLOVENIA

@TRIBE2317
Business will continue to focus on pursuing
Agile, and how to implement it. And not economic growth, at the expense of customer
simply in terms of delivering software satisfaction, human relationships in the
projects, but in how to run the business workplace and appropriate pay for the
using agile and lean principles. workforce.
LERATO MPHAKA, LESOTHO MANGESH MULPURI, INDIA

@SMONGANA
Traditional business growth will begin to
With modern-day solution inter-operability slow down, for some time to come, and many
comes the inherent challenges of data start-ups which develop new and creative
security, as regulators become more ideas that shape the IT world will emerge.
stringent with laws protecting client data.
MTHOKOZISI MALINDZISA, SAMUEL ARABOME, NIGERIA

SWAZILAND @SARABOME
More companies will turn to business Data (through modelling, simulation and other
process automation to help improve predictive analytical skills) will be leveraged
and transform efficiency within the to generate predictive insights for current and
organisation. future business trends.
SHAWN SHENFIELD, CANADA VIDHU MAHARAJ, SOUTH AFRICA

@SSHENFIELD @IAMVIDHU
IT management will become more cautious Greater demand will be placed in business
when engaging a solution by seeking analysts having the ability to prototype
detailed estimates, and are willing to take Functional Requirements and step into the
the time and spend the money to get them. role as a usability specialist.
AUSTRALIA EDITION
FEATURE
INFUSING DESIGN
THINKING TO
DRIVE IDEA
GENERATION With Tshepo Matjila
Tshepo Matjila talks with

Jéan Raath about a how a
human−centered approach can
infuse design thinking to drive
idea generation and convert
needs into demand.
TSHEPO MATJILA IS A MANAGEMENT CONSULTANT WITH IQ

BUSINESS WHO ENJOYS LEARNING AND SHARING ABOUT
INNOVATION AND INNOVATIVE PRACTICES. HE IS INSPIRED
TO HELP PEOPLE AND BUSINESSES GROW BY FINDING NEW
AND BETTER WAYS OF DOING THINGS.
/tshepomatjila @matjilatshepo
VOLUME IV 49
SYNOPSIS : CHANGE BY DESIGN By Tim Brown
Change by Design is the de-facto “have The book puts focus on the broader trends offer some interesting notions on
you read it?” book when it comes to the and high-level concepts with a copious McKinsey’s T-shaped personality and the
world of Design Thinking. Authored by number of real-world examples [actual importance of distinguishing between
Tim Brown, CEO of the design firm IDEO, IDEO case studies] of design thinking in multidisciplinary and interdisciplinary
it’s a great overview of Design Thinking action. teams - an important ingredient in
and is recommended to anyone unfamiliar organisations today.
with the subject or those looking to get
back to basics. A wide range of topics that include
prototyping, innovation, the power All in all, Change by Design is an easy, yet
of qualitative user research and powerful read; probably best enjoyed on
Expanding on the theoretical foundations “culture-context” are covered, and an open terrace with a cup of really good
of the 1950s, Design Thinking has made the ideas about how businesses can coffee.
a return to the big stage, and with the engage in creative exploration are
drive around building “human-centred” thought-provoking and insightful. The
products and services, the hype is real. chapters on company culture, specifically,
[JÉAN] BROTHER, AS ALWAYS, A PLEASURE [Tshepo] As a senior consultant, the pressure is always on
TO CHAT WITH YOU. FOR THOSE OUT us to lead the way in terms of new thinking and frameworks
THERE WHO DON’T KNOW YOU, I HAVE TO that enable our clients to better deliver value via change
ASK; IF TSHEPO MATJILA COULD ERECT A initiatives. As a result of my exposure to Design Thinking,
BILLBOARD RIGHT NOW, WHAT WOULD IT we’re building offerings and training solutions for clients and
SAY AND WHY? colleagues to discover this human-centred design approach.
[Tshepo] [Laughs] I hope that doesn’t happen but in the

unfortunate event that it does, I think the caption could ... we have always been led to
be: Tshepo Matjila - Generous Spirit. Applied Thinker. As
someone who’s passionate about collaboration and sharing, “assume” that we know [the
I think it’s important that we give more than what we take. people] whom we are designing
for ...
[JÉAN] WOW, THAT’S A GREAT APPROACH
TO LIFE AND KEEPS GOOD COMPANY WITH
THE THEME OF OUR DISCUSSION TOPIC. AS
The framework challenges how you view change initiatives
A SEGWAY INTO THE WORLD OF DESIGN
and how you think in general. It’s amazing how we have
THINKING THEN, WHAT HAVE YOU BEEN
always been led to “assume” that we know [the people]
UP TO LATELY AND, MORE PERTINENTLY,
whom we are designing for and understand what they need
HOW HAS YOUR READING OF THIS BOOK
from our solutions.
INFLUENCED THAT INITIATIVE AND YOUR
APPROACH TO IT?
Design thinking blows that outmoded thinking out of the
water and rewires you into being more human-centred.
AUSTRALIA EDITION
[JÉAN] “CHANGE BY DESIGN” IS LITTERED AND COHERENT WHOLE) - AN EXCITING

WITH IDEAS ON HOW ORGANISATIONS SHIFT THAT FITS SNUGGLY INTO THE
AND INDIVIDUALS CAN ENGAGE DESIGN THINKING FRAMEWORK. WHAT ARE
CREATIVE EXPLORATION. THIS NOTION OF SOME PRACTICAL ELEMENTS ANALYSIS
CUSTOMER-CENTRIC PROBLEM-SOLVING PRACTITIONERS CAN ADOPT OR APPLY IN
THAT YOU REFER TO ISN’T REALLY A NEW THEIR DISCOVERY AND IMPLEMENTATIONS
OR RADICAL IDEA THOUGH. WHAT ARE OF SOLUTIONS?
SOME OF THE UNEXPECTED TRUTHS YOU
WERE CONFRONTED WITH AND WHY DO
YOU FEEL THEY MATTER? [Tshepo] Charlie Hill, CTO of IBM Design, recently observed
that as analysts we tend to work in a “waterfall-y” way,
robbing us of an interdisciplinary perspective and its latent
[Tshepo] True, there’s a lot of truism in the book, but I guess power.
where it makes the “needs exploration” more unexpected is
in the tools used to do so.
... maintain the empathy and

Many of the thoughts on deep empathy and unarticulated
needs discovery are original and take us into new realms. customer’s point-of-view
The interdisciplinary nature of the Design Thinking
team-composition is also something I found refreshing;
throughout the creative
especially outside of scientific enquiry. exploration ...
Often [multidisciplinary] teams are brought in [at various
We need to start getting customer experience experts,
stages of an initiative] and then try hard to impose their
marketing specialists, code engineers, creative
speciality lens on the project. Design Thinking, however,
technologists, product owners, project managers and
moulds a common purpose and vocabulary throughout the
other relevant individuals involved at the point of project
project lifecycle which ensures that teams deliver on the
inception and keep them engaged throughout the project
unmet needs of the customer.
delivery phases.
Ethnographic research yields much deeper insights and

Hopefully, by doing this, we ensure that we always maintain
powers better solutioning. Nestle’s Maggi’s Masala noodle
the empathy and customer’s point-of-view throughout
range is a great example. Nestle seconded its product
the creative exploration and solution design phases of the
engineers to learn the cooking and dietary practices of
project.
Indian families and saw how certain spices were central to
their daily cooking routine. They went back to the lab to
design a product that infused the key ingredient - masala
[JÉAN] I MIGHT BE READING A BIT INTO IT
- and fortified it with vitamins they had observed were
(PUN INTENDED) BUT THERE SEEMS TO BE
lacking in these diets in order to make it a nutritious,
A THESIS THAT SUGGESTS INNOVATION
healthy snack. Best of all, it is quick - taking all of two
CAN ONLY BE ACHIEVED THROUGH
minutes to make. This is design thinking at work :)
INTUITION. HOW DOES ONE RECONCILE
ANECDOTAL OBSERVATION WITH THE HUGE
TRACTION BIG DATA (DATA COLLECTED IN
[JÉAN] YOU TOUCHED ON TEAM
MASSIVE AMOUNTS TO FORM PATTERNS
COMPOSITION. IN THE LAST FEW YEARS
ON A SPECIFIC SUBJECT MATTER) AND
I’VE NOTICED A MOVEMENT FROM
ANALYTICS (A WAY TO ANALYSE DATA TO
MULTIDISCIPLINARY TEAMS (DRAWING
GET TO SOME SORT OF UNDERSTANDING OF
ON THE KNOWLEDGE OF DIFFERENT
THE PATTERNS) ARE GETTING OUT THERE?
DISCIPLINES BUT STAYING WITHIN THEIR
DO YOU THINK THEY CAN CO-EXIST?
BOUNDARIES) TO INTERDISCIPLINARY
ONES (ANALYSING, SYNTHESISING AND
MIXING DISCIPLINES INTO A COORDINATED
VOLUME IV 51

DEFINITION TECHNIQUES
Prototyping Scenarios Business Use Cases
47+53+G 49+51+G 50+50+G

10 9 8
47% 49% 50%
Data Flow Diagram Requirements Management Non-Functional Requirements
50+50+G 51++G49 52++G48

7 6 5
50% 51% 52%
75%
Requirements Validation User Stories Requirements Reviews
55+45+G 59++G41 62++G38

4 3 2
55% 59% 62%
75+25
TOP!
Requirements
Document
AUSTRALIA EDITION
[Tshepo] Immersion / customer intimacy or empathy is not [JÉAN] THANK YOU, TSHEPO. THOSE ARE
just about human intuition discovery or understanding, SOME GREAT INSIGHTS TO CHEW ON! I’M
it’s about really walking in the shoes of the customer to SURE WE COULD KEEP GOING BUT FOR
understand where their main unmet needs are, because that THE SAKE OF OUR EDITOR WE SHOULD
is the innovation gap that it creates. PROBABLY WRAP THIS UP. IF YOU DON’T
MIND, I HAVE ONE MORE BEFORE WE GO;
WHAT IS THE WORST PIECE OF ADVICE
(BUSINESS OR PERSONAL) YOU’VE EVER
RECEIVED AND WHAT HAS IT TAUGHT YOU?
... people of ten find workarounds
when a complete solution doesn’t [Tshepo] The worst career advice I received, was from
my uncles-in-law. One, a lawyer, advised me to go into law
exist ... because there was lots of “money” in the profession. The
other discredited law and advised me to become a doctor
[a career he was transitioning into] instead because of its
longevity and the fact that doctors live well.
Data generally provides insight into past occurrences

and although it can be used to “predict” certain things, it I was in Grade 9, impressionable and still contemplating
doesn’t guarantee a 20/20 vision. Only a living, walking which career I would pursue post Grade 12. I ended up
and talking human being can tell you what their “real” lived in IT Consulting. It doesn’t pay as much as the careers
issues or needs are. Let’s also not forget that people often my uncles-in law suggested, but, in my view, it is the best
find workarounds when a complete solution doesn’t exist – decision I have ever made. I am content and I’m fulfilled.
therefore a presence in customers’ natural environments,
yields more insights to support the definition of the design
challenge or the problem statement than just looking at and
analysing data.
Design thinking leaves room for data scrutiny in its process

of analysing and synthesising the volume of collected
ethnographic research data. The data collected builds
insights, which enable the design thinkers to transition to
the “definition” phase of the design challenge (or “point of
view” in design thinking lexicon). It is not the main concern -
it is supplemental to the environmental immersion phase.
Interview hosted by Jéan Raath
JÉAN RAATH IS AN ANALYST AT ZAPPER, AND SERVES AS A FACILITATOR, CONVERSATIONALIST AND

TRUSTED ADVISOR TO THE BUSINESS AND THE TECHNOLOGY THAT ENABLES IT.
/jeanraath @raathel
VOLUME IV 53
PE RS PE CT IV E
A TYPICAL BUSINESS
ANALYST
A modal look Inter-View Survey 2017 data
to present a fun snapshot of what a typical
business analyst looks like, and their activities,
techniques and tools.
Female, 25-34 years old
Bachelor’s Degree
Private sector, in Financial Services industry
Company size between 1,001 and 5,000 employees
Senior Business Analyst, with 5-10 years experience
Responsible for analysing needs and defining requirements
Uses BPMN for requirements modelling and an Agile/Hybrid

approach for solution delivery
Performs SWOT analysis, RASCI, workshops, business process

modelling impact analysis, requirements documentation, but
no change management techniques.
Utilises MS Office, Visio and Sharepoint
Thinks requirements elicitation and management tools ensure

quality requirements, and believes their organisation has
provided them tools to do so
* THIS MODEL DOES NOT REPRESENT INDUSTRY BEST PRACTICE AND SHOULD
NOT BE INTERPRETED AS AN INDUSTRY-RECOMMENDED APPROACH. IT
PURELY CONVEYS WHAT BUSINESS ANALYSTS TYPICALLY DO AND ARE
INVOLVED WITH - IN THE CONTEXT OF SURVEY RESPONSE DATA.
For guidance about delivering good business analysis

practice in your organisation, please email us:
team@bcmg.co.za
AUSTRALIA EDITION
in si g h t
21 RECOMMENDED
BOOKS FOR BUSINESS
CONSULTANTS
We asked business change leaders what book inspired them and they think
others must read. these are their 21 recommended books for business consultants.
AGNIESZKA CEITIL
The Trusted Advisor
by David H Maister
Technical skills are not enough if you want to be
a great business analyst, and this practical book
brings essential tool for all consultants.
BELINDA KNOL BRIAN A. WEISS

Slidedocs Playing to Win
by Nancy Duarte by A.G. Lafley and Roger L. Martin
Out of all the books and articles I’ve read, this book Playing to our strengths means creating greater
inspired me the most, and it changed the way that I value through business analysis on projects,
shared information from the day that I read it. programmes and portfolios.
DAVE SABOE DAVID MUNENE GAKURU

User Story Mapping Agile and Business Analysis
by Jeff Patton by Debra Paul, Lynda Girvan
This book helps you to understand how to apply This book enables one to understand stakeholder
User Stories and Story Maps to your projects and management and how to work in an agile
avoid some of the pitfalls associated with User environment as a business analyst.
Stories.
DOROTHY MHLANGA GIO FOCARACCIO

Don’t Make Me Think Good Strategy Bad Strategy
by Steve Krug by Richard Rumelt
During my first system development project, this This is the best book on strategy out there, dealing
book was key to my ability to design intuitive and with fundamental principles and opens one’s eyes
user-friendly interfaces. to the “fluff” that so often passes for strategy.
VOLUME IV 55
HELEN WINTER JAMES NEETHLING

Mastering the Requirements Process The Circle of Innovation
by Suzanne Robertson, James Robertson. by Tom Peters
This was the very first book I read on business This book challenges you how to be inspired
analysis and found applying the techniques and and inspiring, how to renew your focus on your
principles in this book invaluable. customer and how to build yourself as a brand.
JÉAN RAATH JOE NEWBERT

Tools of Titans Maverick
by Tim Ferriss by Ricardo Semler
An extremely readable and smart book for when This book has influenced that way I approach life
you need a jolt of common sense, and a kick in the more than any other, the need to question the
backside to go do something worthwhile with your necessity of things and to act with courage and
time. authenticity.
KUPE KUPERSMITH MARIE-FRANCE MARDI

The Five Dysfunctions of a Team Agile and Business Analysis
by Patrick Lencioni by Lynda Girvan, Debra Paul
To be effective you need to trust those you work This book sets out the role of the BA in an agile
with, and this book focuses on team results environment, and how the BA can add value at
through open communication and not avoiding every stage of the process to help deliver value
healthy conflict. quicker.
NOELENE NOONE SURENDRA SAXENA

The Seven Habits of Highly Effective People Practitioner’s guide to Requirements
Management
by Stephen R. Covey
by Elizabeth Larson and Richard Larson
This book remains relevant. Use the time
management grid and the circle of influence to The authors make the subject matter very
focus on where you can have the most impact. straightforward, covering each topic from the
“softer” behavioural aspects of business analysis.
TALIA LANCASTER TIM COVENTRY

The Back of the Napkin Bradman: An Australian Hero
by Dan Roam by Charles Williams
It’s a great book to inspire you to use visuals more Not a business analyst book as such, it
in communicating and solving problems - which is a demonstrates that all professions deal with
key role in business analysis. stakeholders and some even more complex than a
typical BA stakeholder.
TSHEPO MATJILA VERNA JENNIKER

Serious Creativity How to Win Friends and Influence People
by Edward de Bono by Dale Carnegie
Creativity is not a ‘you-are-born-with-it-and-I- This book teaches and encourages us to develop
cannot-learn-it thing’ anymore. This book will help genuine interest in others, to listen with intent and
anyone who’s eager to learn creative skills to be to be honest and ethical in our engagements with
more creative. others.
WILLEM JOUBERT ZARA SHELDRAKE

The Goal Business Analysis and Leadership
by Eliyahu Goldratt, Jeff Cox by Penny Pullan, James Archer
The book covers fundamentals and principles This book encourages BAs out of the shadows to
of Lean and Continuous Improvement which all strive for strong leadership in organisations, by
business analysts should be able to apply on a daily taking the lead or influencing those who can.
basis.
AUSTRALIA EDITION
QA
MOST VALUABLE
TECHNIQUES FOR
+
BUSINESS ANALYSIS
Dorothy Mhlanga takes a world trip and talks with seven business
change practitioners to hear about their most valuable techniques for
Hosted by Dorothy Mhlanga business analysis.
BUSINESS PRoCESS
MODELLING
Interviewing Stakeholder
Management
Improvisation
Mind Mapping Value Stream

Mapping
User Stories
DOROTHY MHLANGA IS A CONSULTANT AT SARATOGA SPECIALISING IN BUSINESS ANALYSIS,

WHOSE MAIN AREAS OF INTEREST ARE SYSTEM DESIGN AND AGILE PROJECT DELIVERY.
/dorothy-mhlanga-02b50113 @dorothyemma
VOLUME IV 57
BUSINESS PROCESS
MODELLING
With Helen Winter
WHAT IS YOUR FAVOURITE BUSINESS stakeholder using a system. Process modelling itself
ANALYSIS TECHNIQUE AND WHAT IS IT can use swimlanes to show how processes crossover
THAT YOU LOVE / VALUE ABOUT IT? into other business areas, which is a fantastic way to
see if other business areas need to be engaged.
My favourite technique is process modelling,
particularly BPMN (Business Processing Modelling
Notation). I love the amount of information that can
WHAT ADVICE DO YOU HAVE FOR
be gained from using it and how it helps identify
OTHER PEOPLE USING THE PROCESS
gaps that would otherwise be difficult to uncover.
MODELLING TECHNIQUE? DO YOU
You don’t need to be a business subject matter
HAVE ANY TIPS TO MAKE BUSINESS
expert to facilitate using this technique, so it is a
PROCESS MODELLING SPECTACULAR?
cross-transferable skill in any industry.
Use post it notes or specialised software to process
map in front of the stakeholders. Don’t be tempted
WHY DO YOU CHOOSE PROCESS to scribble lots of notes and try and put together
MODELLING OVER OTHER a process model afterwards. It is best to walk the
TECHNIQUES THAT CAN ACHIEVE stakeholders through the process model at least
SIMILAR RESULTS? once to enable any possible gaps and alternative
flows to be filled. Ideally it is best to have the to-be
The benefit of BPMN is it allows more information
model process approved by stakeholders before
to be provided than normal process mapping.
starting to write a business requirements document.
Tasks identified within processes can be labelled
as manual, system automated or as a business
QA
+
HELEN IS A BUSINESS CHANGE CONSULTANT WITH 20 YEARS BUSINESS ANALYSIS EXPERIENCE. SHE HOLDS
THE INTERNATIONAL DIPLOMA IN BUSINESS ANALYSIS AND IS A CERTIFIED CHARTERED IT PROFESSIONAL
AWARDED BY THE BRITISH COMPUTING SOCIETY.
/helenwinterba www.businessbullet.co.uk
AUSTRALIA EDITION
IMPROVISATION
With Kupe Kupersmith
WHAT IS YOUR FAVOURITE BUSINESS skills. And, just think about a world where your
ANALYSIS TECHNIQUE AND WHAT IS IT business stakeholders and project team members
THAT YOU LOVE / VALUE ABOUT IT? start to emulate your behavior. There will be no
limit to the uber high performance your team can
Improvisation skills is a set of techniques anyone accomplish.
performing business analysis must possess and keep
practising. Being a skilled improviser gives you an
uncanny ability to listen, be flexible, connect with
WHAT ADVICE DO YOU HAVE
your team members and be a sought-after team
FOR OTHER PEOPLE USING THE
member. Applying improv skills is a mindset in how
IMPROVISATION TECHNIQUE? DO
you approach every situation you are in. Don’t
YOU HAVE ANY TIPS TO MAKE
worry: you don’t need to be funny to be a great
IMPROVISATION SPECTACULAR?
applied improvisor.
The key is practice. I performed improv comedy for
a decade. I use the improv mindset now every day.
HOW IS IMPROVISATION And, I am still learning and getting better. This is
PARTICULARLY HELPFUL AND not a technique that you learn and then become a
RELEVANT FOR BUSINESS / PROJECT master. It is one you need to think about all the time
STAKEHOLDERS? until it becomes second nature. It becomes a part
of who you are. Part of applying improv is being OK
Every business and project stakeholder you work
with failure. On stage we failed all the time. Little
with wants you to be approachable, flexible,
failures along the way until we got the big laugh. For
creative, open-minded, and trustworthy. So they will
you the big laugh is a great relationship, a creative
want you on every team if you start to apply improv
idea, a breakthrough on a project. You will fail along
the way. Don’t stop ... keep moving forward until you
get the “big laugh”.
QA
+
KUPE, FOUNDER OF KUPETALKS, IS AN AUTHOR, KEYNOTE SPEAKER, COACH AND A TRAINED IMPROV ACTOR.
SOME THINK BROCCOLI & CHEETOS IS AN ODD COMBINATION, BUT YOU WILL BE DELIGHTED WITH KUPE’S
COMBINATION OF LAUGHTER AND LEARNING.
/kupekupersmith @Kupe www.kupetalks.com
VOLUME IV 59
INTERVIEWING
With Verna Jenniker
WHAT IS YOUR FAVOURITE BUSINESS after receiving the project brief or after initial
ANALYSIS TECHNIQUE AND WHAT IS IT introductions to the stakeholder or client. I feel it’s
THAT YOU LOVE / VALUE ABOUT IT? important to prepare sufficiently for the interview
by gathering as much information as possible
My favourite technique is interviewing. It allows about the interviewee, structuring an approach
for opportunities to establish a rapport with the and defining relevant questions to pose during the
interviewee with relative ease. This technique not interview.
only enables the business analyst to “read” the
interviewee and react accordingly throughout the
interview, but it also helps set the tone for future
engagements. The interview facilitates structured,
as well as free-flowing conversation.
INTERVIEWING TECHNIQUE? DO
YOU HAVE ANY TIPS TO MAKE
INTERVIEWING SPECTACULAR?
IN WHICH SITUATIONS OR AT WHICH
POINT IN THE BUSINESS ANALYSIS Be prepared; be clear on what you want to achieve
PROCESS DO YOU TYPICALLY USE with the interview and decide how you’re going to
INTERVIEWING? structure the session. Know who should be invited
and choose a location suited to your interviewee.
My personal preference is to conduct interviews
It’s very important to ‘read’ your interviewee
where there are fewer than six stakeholders
throughout the interview and adjust your approach
to engage. Depending on the situation or
accordingly.
project, interviews are best conducted shortly
QA
+
VERNA JENNIKER IS AN IT MANAGER AT OLD MUTUAL. SHE HAS EXTENSIVE EXPERIENCE IN, AND EQUAL
PASSION FOR, BUSINESS ANALYSIS AND SOFTWARE TESTING.
/verna-jenniker-31799558
AUSTRALIA EDITION
MIND MAPPING
With David Saboe
WHAT IS YOUR FAVOURITE BUSINESS WHAT ADVICE DO YOU HAVE FOR

ANALYSIS TECHNIQUE AND WHAT IS IT OTHER PEOPLE USING THE MIND
THAT YOU LOVE / VALUE ABOUT IT? MAPPING TECHNIQUE? DO YOU HAVE
ANY TIPS TO MAKE MIND MAPPING
My favorite technique is mind mapping. Mind
SPECTACULAR?
mapping is a lightweight approach to visualising
information. This approach can be used either by My advice is to keep it simple. The colourful
yourself or with a group collaborating on the same examples you might find online that were created by
Mind Map. I love the fact that you can very quickly very artistic people are great, but keeping it simple
see all of the information and how the pieces of removes the hesitation some people may have to
information relate to each other. using mind maps. Use a whiteboard and everyone
should have a marker and contribute.
WHY DO YOU CHOOSE MIND MAPPING

OVER OTHER TECHNIQUES THAT CAN
ACHIEVE SIMILAR RESULTS?
Process maps, entity relationship diagrams, and
other visual tools can achieve similar results, but
because of the lightweight nature of mind maps,
they are always my first step in getting the team on
the same page very quickly. They are also perfect for
an Agile environment.
QA
+
DAVE, A DESIGNATED CBAP, IS A PROGRAMME BUSINESS ANALYST, AGILE COACH, AND PODCASTER. HE IS
PASSIONATE ABOUT HELPING BUSINESS ANALYSTS IMPROVE THEIR SKILLS AND ACHIEVE TOP PERFORMANCE.
/davidsaboe @MasteringBA www.masteringbusinessanalysis.com
VOLUME IV 61
TOP-10 GO-TO CHANGE

MANAGEMENT TECHNIQUES
Lean Change Prosci ADKAR Model SARAH model
1+99+G 1+99+G 2+98+G

10 9 8
1% 1% 2%
Conscious Competence Model Kurt Lewin’s Model Learning Cycle
17+83+G 4++G96 11++G89

7 6 5
17% 4% 11%
55%
Cultural Analysis Benefits Management Benefits Realisation
12+88+G 26++G74 27++G73

4 3 2
12% 26% 27%
55+45
TOP!
None
AUSTRALIA EDITION
STAKEHOLDER
MANAGEMENT
With Surendra Saxena
WHAT IS YOUR FAVOURITE BUSINESS system and the business processes that the system
ANALYSIS TECHNIQUE, AND WHAT IS needs to support. The same information can be
IT THAT YOU LOVE / VALUE ABOUT IT? effectively used to scope the initiative.
My favorite technique is stakeholder management.

Business analysts need to analyse the stakeholders
and, in my consulting assignments, I have found
stakeholder management to be incredibly useful. It
STAKEHOLDER MANAGEMENT
can be used to help elicit the requirements as well as
TECHNIQUE? DO YOU HAVE ANY
validate the requirements.
TIPS TO MAKE STAKEHOLDER
MANAGEMENT SPECTACULAR?
IN WHICH SITUATIONS OR AT WHICH The stakeholder management is not confined to any
POINT IN THE BUSINESS ANALYSIS one phase of the project. It is a continuous process
PROCESS DO YOU TYPICALLY USE throughout the initiative. The artefacts produced
STAKEHOLDER MANAGEMENT? form a basis for managing the scope and stakeholder
expectations. This technique should be followed by
I start using the technique from an early stage of
other techniques like use case modeling, process
the discovery phase where I need to understand the
modeling, data flow diagrams, sequence charts, etc.,
context for the change. Rather than start discussing
to specify the functionality of the system.
the solution, I prefer to understand, among other
things, what the “real” problem is, the users of the
QA
+
SURENDRA IS THE FOUNDER & CEO OF VELLICATE TECHNOLOGIES, LEVERAGING HIS 25 YEARS OF
CORPORATE EXPERIENCE TO ENABLE ORGANISATIONS AND INDIVIDUALS TO SOLVE COMPLEX BUSINESS
PROBLEMS THROUGH CONSULTING, TRAINING, MENTORING AND COACHING.
/saxenasurendra/ @vellicatetech www.vellicate-tech.com
VOLUME IV 63
USER STORIES
With David Munene Gakuru
WHAT IS YOUR FAVOURITE BUSINESS capture requirements from different stakeholders

ANALYSIS TECHNIQUE, AND WHAT IS through use of tools such as Pivotal Tracker which
IT THAT YOU LOVE / VALUE ABOUT IT? reduces rework and a lot of collaboration amongst
stakeholders. It aids in developing relevant and
My favorite technique is user stories. I like that user-focused solutions.
they enable me to understand the end user needs
from their perspective so that any solution design
or assessment is purely done on their expectations.
I also enhance the user stories by using use case
OTHER PEOPLE USING THE USER
modelling. I apply this technique so that I end up
STORY TECHNIQUE? DO YOU HAVE
with well-defined requirements specifications.
ANY TIPS TO MAKE USER STORIES
SPECTACULAR?
HOW ARE USER STORIES User stories is a technique that can easily be
PARTICULARLY HELPFUL AND adopted by businesses that are very agile. It should
RELEVANT FOR BUSINESS / PROJECT also be used with or combined with another
STAKEHOLDERS? methodology, use case modelling. Collaboration
with end users is one of the key ways in which, as a
The business environment experiences a slow to
business analyst, you will end up with detailed and
medium veracity in user requirements due to the
focused requirements. User stories provide that
nature of work and client needs. The environment
capability for me.
is very agile and user stories provide an ability to
QA
+
DAVID IS A SENIOR BUSINESS ANALYST WITH OVER 6 YEARS EXPERIENCE, WHOSE MAIN AREAS OF
SPECIALISATION ARE BUSINESS ANALYSIS PLANNING AND MONITORING, REQUIREMENTS MANAGEMENT AND
COMMUNICATION.
/davidmunene @mnesh
AUSTRALIA EDITION
VALUE STREAM
MAPPING
With Tim Coventry
WHAT IS YOUR FAVOURITE BUSINESS workshop and say to a group of stakeholders “What
ANALYSIS TECHNIQUE, AND WHAT IS do you want?” Value Stream Mapping (VSM) allows
IT THAT YOU LOVE / VALUE ABOUT IT? you to prepare quickly for discovery. VSM is a great
way to focus on the internal and external customer
Value Stream Mapping (VSM) is my favourite journeys across any organisation.
business analysis technique. “Value Stream Mapping
(VSM) is a process analysis method used in Lean
methodologies” IIBA® BABOK®.
VSM is all about getting stakeholders to focus on OTHER PEOPLE USING THE VALUE
the business value. Combined with the business STREAM MAPPING TECHNIQUE? DO
canvas technique, it is a great way to model any YOU HAVE ANY TIPS TO MAKE VALUE
organisation. VSM enables a Business Analyst to STREAM MAPPING SPECTACULAR?
start delivering a solution while still discovering
Always start with breadth rather than depth
the scope of the business need and to define any
and only go with depth where it is necessary.
opportunities or problems.
Start delivering a business solution as fast as
possible. Breadth rather than depth is great to get
your stakeholders to own the needs, value and
IN WHICH SITUATIONS OR AT WHICH
requirements. Don’t be pedantic about ceremonies.
POINT IN THE BUSINESS ANALYSIS
If the stakeholders take ownership of the value
PROCESS DO YOU TYPICALLY USE
streams, you will have started good business
VALUE STREAM MAPPING?
analysis capability transfer. Use visual aids to help
I use this technique most of the time at the start create and maintain the VSM until the stakeholders
of business analysis activities. I would prefer to decide to make it more permanent and reusable.
poke my eye with a blunt stick than to walk into a
QA
+
TIM IS THE CEO FOR BUSINESS ANALYSTS PTY LTD (BAPL) WITH OVER 25 YEARS’ EXPERIENCE, AND A STRONG
CONTRIBUTION TO BUSINESS ANALYSIS ACROSS THE GLOBE, HE IS AN ACKNOWLEDGED EXPERT IN HIS
PROFESSIONAL FIELD.
/tim-coventry-b3754526 @Tim_Coventry www.busanalysts.com.au
VOLUME IV 65
TOP-25 GO-TO
BUSINESS ANALYSIS TOOLS:
1 MS Office
89+11+G
89% 6 Google Docs
45+55+G
45%
2 MS Visio
81+19+G
81% 7 Trello
31+69+G
31%
60+40+G 45+55+G
89%
3 SharePoint 60% 8 Google Sheets 45%
4 MS Project
47+53+G
47% 9 Confluence
22+78+G
22%
5 JIRA
45+55+G
45% 10 BalsamIQ Mock Ups
22+78+G
22%
TOP!
89+11 21% MS Office
4%
1714%% 33%%
11 BizAgi Modeller 18 Case Wise
11% 2%
12 Aris 19 Concept Draw
13 20
9%% 1%%
Team Foundation Server iRise
14 21
7% 1%
Quality Centre DOORS
15 22
7 11%
Sparx Enterprise Architect VersionOne
16 Axure 23 IBM Blueworks Live
17 Smart Draw 24 Blueprint Requirements Centre
25 CaseComplete
AUSTRALIA EDITION
in si g h t
ROUND TABLE
DISCUSSION ON
BUSINESS ANALYSIS
TOOLS
OVERALL
Percentages shown represent

those who agree with the
statement
EXECUTIVE MANAGEMENT
67+33+G 68+32+G
67%
Professional requirements elicitation

and management tools help ensure
quality projects
64%
68%
My organisation provides the

necessary tools for me to perform my
role optimally
64%
BUSINESS STAKEHOLDERS 60% 70%
BUSINESS DEVELOPMENT 100% 50%
BUSINESS ANALYSIS 67% 70%
BUSINESS INTELLIGENCE 71% 57%
PROJECT MANAGEMENT 55% 55%
SYSTEMS ANALYSIS & DESIGN 60% 90%
SOFTWARE DEVELOPMENT 100% 80%
QUALITY ASSURANCE 25% 50%
CHANGE MANAGEMENT 50% 50%
SUPPORT & OPERATIONS 92% 33%
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VOLUME IV AUSTRALIA EDITION

BUSINESS ANALYSIS ON THE GROUND 2017

* HOSPITALITY, TRAVEL AND TOURISM, ENERGY, RESOURCES, UTILITIES, LOGISTICS,

ORGANISATION SIZE PROFESSIONAL ROLE

GENDER AGE RANGE

1-3 YEARS ▐ 13%

4% 18% 5-10 YEARS ▐ 30%

15+ YEARS ▐ 18%

Post-Graduate SENIOR ▐ 42%

Meet the 2017

Inter-View Team EDITOR-IN-CHIEF - JOE NEWBERT

Graphic Designer Reporter TALIA LANCASTER

INTER-VIEW IS MADE POSSIBLE THROUGH THE

FEATURES AND ARTICLES

9 OPPORTUNITY KNOCKS FOR BUSINESS ANALYSIS TECHNIQUES WITH JOE NEWBERT

PERSPECTIVES AND OPINIONS

10 BUSINESS ANALYSIS ACTIVITIES PERFORMED ON THE GROUND

Joe Newbert talks with Mohamed Bray

/newbert @Newbert businesschange.co.za

This is an area of central importance, crucial for guiding

But for business analysts it doesn’t stop at knowing who’s

in si g h t BUSINESS ANALYSIS ACTIVITIES

Shaping business Considering

Business Analysis 22% 47% 47% 62%

Business Analysis 39% 83% 22%

Beneficial business change is the absolute intent of business

Looking deeper into the fire, many business analysts don’t

Interview hosted by Mohamed Bray

MOHAMED BRAY IS AN ENTREPRENEUR, A CORPORATE SURVIVOR AND AN INTERNATIONAL

Brian A. Weiss talks with Joe Newbert

THE PMI PROFESSIONAL IN BUSINESS A NUMBER OF VARYING DESCRIPTIONS OF

According to our latest “Pulse of the Profession: Success

The PMI-PBA was created by global practitioners for

On a much bigger scale, with PMI now supporting portfolio,

THROUGH THE PMI’S GROUND WORK ON

Our products will continue to integrate ideas and concepts

The new standard is not our organisation’s opinion about

EVALUATION TASKS INCLUDED IN THE PBA

Our practice guide has a chapter on solution evaluation

Business analysis supports user acceptance testing.

TOP-10 GO-TO STRATEGIC ANALYSIS

8+92+G 9+91+G 15+85+G

Porter’s Five Forces Framework None Balanced Business Scorecard

17+83+G 20++G80 21++G79

17% 20% 21%

24+76+G 33++G67 45++G55

24% 33% 45%

NOTING OTHER STANDARDS IN THE PMI

primary causes of project failure

Interview hosted by Joe Newbert

JOE NEWBERT IS MD OF BCMG, FOUNDER OF INTER-VIEW, CREATOR OF SKETCHNALYSIS, AND AN

PRIVATE SECTOR 55% 92%

Information Technology (27%) Professional Services (50%)

ORGANISATION SIZE 50,000+ (27%) 1-10 (58%)

EMPLOYMENT MODE Permanent (50%) Permanent (55%)

TOP LEVEL Senior (45%) Senior (33%)

TOP JOB TITLE Business Analyst (36%) Business Analyst (58%)

TOP EXPERIENCE 15+ years (55%) 15+ years (42%)

TOP MODELLING NOTATION BPMN (45%) BPMN (91%)

Workshops (90%) Organisational Diagrams (100%)

MS Office (70%) MS Office (100%)

TOP SOLUTION METHODOLOGY Agile (82%) Agile (45%), UML (45%)

Explore similarities, disparities and trends

AFRICA ASIA OCEANIA