Business Analyst Maturity Model - 85% completed

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I've already completed the assignment, but have some notes back from my professor. I'm not sure where to go from here. Looking for some improvement.


The project will be done individually and submitted individually.Project Grades are individual. The deliverable will be a 5-10 slide PowerPoint deck. You will add speaker notes on the note section of each slide (this is what you would say during a presentation).

The Presentation will consist of:

  • Objective and Context: The objectives of the project and a brief statement of the organizational context for the organization studied
  • Assessment Framework: A description of the factors and scales used to rate each of the aspects of BA Leadership Maturity. Minimum three factors. Each factor should have one or more scales.
  • The Findings: The process used to conduct the assessment and ratings of the organization for the organization studied. Findings should be provided for each factor. You will not provide raw data, only a summary of the findings.
  • Conclusions and Next Steps:Recommendations on steps that can be taken to further improve performance using BA Practices, for the organization studied

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2382 Leadership in Business Analysis Project (15% of Final Grade) Applying BA Leadership -Business Analysis Maturity Model Project Background and Purpose Organizations are continuously evolving to improve performance. Business Analysis offers a comprehensive set of skills, techniques and practices that can be applied by ANY organization to improve performance. The BA can take part clarifying business objectives, help a team improve dynamics, and engage diverse stakeholders in creating a common vision. Consequently, many organizations do in fact already use some techniques found in Business Analysis although they may not be recognized as such. The purpose of this project is to identify where BA practices are used and how this usage could be expanded and extended to improve performance. The Use of Maturity Models to Stimulate Improvement The concept of a Maturity Model can be applied in any field. There are Maturity Models for teams, for nations and for technologies. Course materials describe the Hass BA Maturity Model which can be used as a basis for the project, but is not a requirement. What is important is for learners to come up with their own factors, assessment scales for these factors, and then gather data, and analyze the data to form conclusions and suggested next steps. Benefits of the Project This project, reflecting the course objectives, will support learners to: • • • • Practice models, concepts, skills and techniques featured in the course Expand their perspective of business analysis leadership in terms of who does it, where and how it is done, and more importantly, how it can be improved, Gain a better understanding of an organization Identify opportunities to add more value to a current role by using business analysis practices and skills to improve career prospects Project Deliverable The project will be done individually and submitted individually. Project Grades are individual. The deliverable will be a 5-10 slide PowerPoint deck. You will add speaker notes on the note section of each slide (this is what you would say during a presentation). The Presentation will consist of: a) Objective and Context: The objectives of the project and a brief statement of the organizational context for the organization studied b) Assessment Framework: A description of the factors and scales used to rate each of the aspects of BA Leadership Maturity. Minimum three factors. Each factor should have one or more scales. c) The Findings: The process used to conduct the assessment and ratings of the organization for the organization studied. Findings should be provided for each factor. You will not provide raw data, only a summary of the findings. d) Conclusions and Next Steps: Recommendations on steps that can be taken to further improve performance using BA Practices, for the organization studied Examples of Factors and Scales: Factor: Teamwork Scale: GRPI, or other assessment tools Factor: Managing Change Scale: Change Management Quiz, or other assessment tools 1 Approach No company names will be documented at any point in the project. Companies will be referred to as A, B, C, etc. This ensures that any assessments done by course participants related to their employer are free of the fear of unauthorized and or inappropriate disclosure. • Study Approach A. Learners who are currently employed may therefore choose to seek permission and support from their supervisors. • Study Approach B. Learners may choose not to involve their organization formally but do sample assessments from the perspective of their own desk/their role and in-basket as any other participant of a training course might do. • Study Approach C. Learners who are not currently employed have several options available to them. You can perform assessments based on a previous organization that you worked for. Alternatively, you can interview someone you know that is working questions on their current or past company. • Each participant who is unsure what study approach to take should consult the instructor. All participants must inform the instructor by week three which approach they will be taking. An online form will be provided in Week 3. A small bonus will be provided for incentive to submit your approach. Slide + Script in Notes Section 2 BA Leadership Maturity Model Project Example This example is not the format that you will submit, but should help you understand the Scope of the project. 1. Background and Objectives -Organization A A small chain of restaurants asked a BA to assist them. Several months went by, the management team felt they had made progress but asked the BA to give them an assessment of where they were and where they should go next in terms of their Management and Leadership practices. 2. Assessment Framework - Can be used for any Organization The BA looked at three factors: 2.1 Alignment: Implement rigorous Strategy Analysis practices to ensure that projects have strategic alignment. The use of cross-functional collaboration to ensure real business needs are established. Also defining architecture for current state and future state. Cross Functional Teamwork was the factor used to assess alignment. The BA took the GRPI Analysis worksheet with four scales each running from 1-5 and created scale positions based on the Tuckman Model. In addition, the performance of the team at item tracking was assessed as a project definition and monitoring process. For Item Tracking, the BA looked at the % of issues that were actioned within the designated timelines over six months. 2.2 Requirement Management: Implement effective Requirements Management practices. A survey was created to determine the level of Requirements Management. The survey included usage of elicitation techniques and defining and documenting requirements. Scales were created from 1-5 based on best practices. For example, the existence of templates for documenting needs and requirements and tests or prototypes. There were ten questions on the survey, and a coding was applied with the maximum score being 50 points. 2.3 Change Management: Conduct effective Change Management practices to ensure stakeholder engagement. Stakeholders participate in the change and own their part in it. The BA completed the Change Management Quiz based on reflecting on the recent implementation of organizational changes. The quiz contained 8 questions each with a numerical value of 5, resulting in a maximum score of 40. 3. Findings- Organization A 3.1 Alignment: The BA rated cross functional teamwork as a 45% based on the average of the four scales. For Item Tracking the BA looked at the % of issues that were actioned within the designated timelines over six months and arrived at a figure of 50%. 3.2 Requirements Management: A wide variety of elicitation techniques had been used effectively: a Decision Table for kitchen staff pay rates, a Focus Group to get input on their menu, a loyalty member survey, several structured walkthroughs of menu changes and website mock-ups. The Team had also started work on defining KPIs and a balanced scorecard. Templates however had not be used consistently, and documentation usage was ad-hoc. The score result was 30 points, resulting in a score of 60%. 3.3 Change: Change management quiz. The BA assessed the organization as 50%, as their recent handling of menu changes went very smoothly due to extensive consultations with all parts of the organization. 4. Conclusions and Next Steps- Organization A Based on this assessment the BA was able to pinpoint several areas where further progress could easily be made. More attention to GRPI factors in their meetings, a more formal statement of objectives for all projects, documenting requirements for a restaurant revamp of décor before hiring an interior designer. Including sketching and prototyping new server stations. Identify service standards and related training needs for all staff and a team-based bonus scheme for staff. Develop and establish a discussion process for all operational changes to more fully embrace change management. 3 2382 Leadership in Business Analysis Project (15% of Final Grade) Applying BA Leadership -Business Analysis Maturity Model Project Background and Purpose Organizations are continuously evolving to improve performance. Business Analysis offers a comprehensive set of skills, techniques and practices that can be applied by ANY organization to improve performance. The BA can take part clarifying business objectives, help a team improve dynamics, and engage diverse stakeholders in creating a common vision. Consequently, many organizations do in fact already use some techniques found in Business Analysis although they may not be recognized as such. The purpose of this project is to identify where BA practices are used and how this usage could be expanded and extended to improve performance. The Use of Maturity Models to Stimulate Improvement The concept of a Maturity Model can be applied in any field. There are Maturity Models for teams, for nations and for technologies. Course materials describe the Hass BA Maturity Model which can be used as a basis for the project, but is not a requirement. What is important is for learners to come up with their own factors, assessment scales for these factors, and then gather data, and analyze the data to form conclusions and suggested next steps. Benefits of the Project This project, reflecting the course objectives, will support learners to: • • • • Practice models, concepts, skills and techniques featured in the course Expand their perspective of business analysis leadership in terms of who does it, where and how it is done, and more importantly, how it can be improved, Gain a better understanding of an organization Identify opportunities to add more value to a current role by using business analysis practices and skills to improve career prospects Project Deliverable The project will be done individually and submitted individually. Project Grades are individual. The deliverable will be a 5-10 slide PowerPoint deck. You will add speaker notes on the note section of each slide (this is what you would say during a presentation). The Presentation will consist of: a) Objective and Context: The objectives of the project and a brief statement of the organizational context for the organization studied b) Assessment Framework: A description of the factors and scales used to rate each of the aspects of BA Leadership Maturity. Minimum three factors. Each factor should have one or more scales. c) The Findings: The process used to conduct the assessment and ratings of the organization for the organization studied. Findings should be provided for each factor. You will not provide raw data, only a summary of the findings. d) Conclusions and Next Steps: Recommendations on steps that can be taken to further improve performance using BA Practices, for the organization studied Examples of Factors and Scales: Factor: Teamwork Scale: GRPI, or other assessment tools Factor: Managing Change Scale: Change Management Quiz, or other assessment tools 1 Approach No company names will be documented at any point in the project. Companies will be referred to as A, B, C, etc. This ensures that any assessments done by course participants related to their employer are free of the fear of unauthorized and or inappropriate disclosure. • Study Approach A. Learners who are currently employed may therefore choose to seek permission and support from their supervisors. • Study Approach B. Learners may choose not to involve their organization formally but do sample assessments from the perspective of their own desk/their role and in-basket as any other participant of a training course might do. • Study Approach C. Learners who are not currently employed have several options available to them. You can perform assessments based on a previous organization that you worked for. Alternatively, you can interview someone you know that is working questions on their current or past company. • Each participant who is unsure what study approach to take should consult the instructor. All participants must inform the instructor by week three which approach they will be taking. An online form will be provided in Week 3. A small bonus will be provided for incentive to submit your approach. Slide + Script in Notes Section 2 BA Leadership Maturity Model Project Example This example is not the format that you will submit, but should help you understand the Scope of the project. 1. Background and Objectives -Organization A A small chain of restaurants asked a BA to assist them. Several months went by, the management team felt they had made progress but asked the BA to give them an assessment of where they were and where they should go next in terms of their Management and Leadership practices. 2. Assessment Framework - Can be used for any Organization The BA looked at three factors: 2.1 Alignment: Implement rigorous Strategy Analysis practices to ensure that projects have strategic alignment. The use of cross-functional collaboration to ensure real business needs are established. Also defining architecture for current state and future state. Cross Functional Teamwork was the factor used to assess alignment. The BA took the GRPI Analysis worksheet with four scales each running from 1-5 and created scale positions based on the Tuckman Model. In addition, the performance of the team at item tracking was assessed as a project definition and monitoring process. For Item Tracking, the BA looked at the % of issues that were actioned within the designated timelines over six months. 2.2 Requirement Management: Implement effective Requirements Management practices. A survey was created to determine the level of Requirements Management. The survey included usage of elicitation techniques and defining and documenting requirements. Scales were created from 1-5 based on best practices. For example, the existence of templates for documenting needs and requirements and tests or prototypes. There were ten questions on the survey, and a coding was applied with the maximum score being 50 points. 2.3 Change Management: Conduct effective Change Management practices to ensure stakeholder engagement. Stakeholders participate in the change and own their part in it. The BA completed the Change Management Quiz based on reflecting on the recent implementation of organizational changes. The quiz contained 8 questions each with a numerical value of 5, resulting in a maximum score of 40. 3. Findings- Organization A 3.1 Alignment: The BA rated cross functional teamwork as a 45% based on the average of the four scales. For Item Tracking the BA looked at the % of issues that were actioned within the designated timelines over six months and arrived at a figure of 50%. 3.2 Requirements Management: A wide variety of elicitation techniques had been used effectively: a Decision Table for kitchen staff pay rates, a Focus Group to get input on their menu, a loyalty member survey, several structured walkthroughs of menu changes and website mock-ups. The Team had also started work on defining KPIs and a balanced scorecard. Templates however had not be used consistently, and documentation usage was ad-hoc. The score result was 30 points, resulting in a score of 60%. 3.3 Change: Change management quiz. The BA assessed the organization as 50%, as their recent handling of menu changes went very smoothly due to extensive consultations with all parts of the organization. 4. Conclusions and Next Steps- Organization A Based on this assessment the BA was able to pinpoint several areas where further progress could easily be made. More attention to GRPI factors in their meetings, a more formal statement of objectives for all projects, documenting requirements for a restaurant revamp of décor before hiring an interior designer. Including sketching and prototyping new server stations. Identify service standards and related training needs for all staff and a team-based bonus scheme for staff. Develop and establish a discussion process for all operational changes to more fully embrace change management. 3 BA Maturity Model Project Date Ashley Armstrong Introduction • Every organization wants to improve its productivity andTry performance to have talking points on the slides, and the bulk of the text as your you setbusiness up an agenda, • Once Therefore, analysiswhich is designed to offer lasting solutions for business want totrying grow and enhance script. People will be that distracted includes what you will have on to read the content. Use bullet points, theirslide, productivity each you mayand findperformance it easier which means not full sentences. In to write talking points for the slide some cases you have the exact same focusofthe audiences • that Thehelp purpose this presentation is to provide solutions for companies that have been dissatisfied script as your slide, so basically attention. reading the slides out loud. Which is recommended • BA can be applied in many fields, for example, leadershipnot maturity which is essential for any organization. Missing an agenda, try to cover the areas required from the pdf • The factors that will be considered in this case are decision criteria, change management, decision making, and teamwork. Objectives and Context • The objectives of this Business Analysis project is to help improve the productivity and performance of the Bank of America which wants to be successful this financial year. The script seems identical to the slide • It will help the organization to make its objectives very clear for it to achieve its goals. info. The script is what you would say • It will enable the organization to make the most of its expectations from its shareholders like funding. when you show the slides. • The bank is all about investing in securities even though there are many chances for the individuals or the bank losing the investment. • It also wants to create a world that is inclusive for everyone. Factors that BA Considered Decision Criterion Unclear what the heading means • Whenever people want to make decisions especially in places like banks, they consider logical and evidence-based and also some are personal prompts. The script seems identical • The factors that to thethe BAslide took into consideration in regards to decision criterion include the value factors like the cost and theinfo benefit of the decision. • Additionally, there are personality factors like the ability for the leadership to accept risks, logical and emotional decision making (De Bruin & Rosemann, 2005). • Other factors include situational factors like alternatives that are available to the decision makers, social situations and also threats that are present. • The BA took a variance test for the bank. The decision criterion variance is to be assessed between the percentages of 0 to 100. Factors that BA Considered Change Management • Whenever the bank wants to make changes to its operations and structure, it will change management that is friendly and accommodating (Vugec, Vukšić & Glavan, 2017). • The reason why the change management has to be involved is that many stakeholders in the organization need to be consulted and included in any change process. • The BA team came up with some questions for the leadership and the staff of the bank and chose 12 questions. • The questions were based on the organization’s willingness to engage and involve other stakeholders in the change management. The progress was rated between 1 and 5 with 5 being the highest score. Factors that BA Considered Decision Making • The decision making and the efficiency of the organization were analyzed and evaluated by the BA team on all the Make if clear, possibly try in managers that are present on all levels. chart form to show what the factors are. It is not • Two reasons make the bank to and makescales its decisions, and there are the operational and strategic reasons. Operational required, but I am suggesting to try getto you produce reasons are what happens on atoday daytobasis. talking points for the slides • Such decision making was evaluated on a scale of 1 to 15 • The strategic decision making is for a long-term period and was rated at 1 to 15. • Also, different management levels were evaluated and ranked for their decision-making processes, and that was rated at 1 to 5. Factors that BA Considered Teamwork • Projects in the bank must be performed through aligning the workers to the objectives and goals of the organization (Ibbs & Kwak, 2000). • For the American bank, the team's work was evaluated and rated by groups working together on a particular task. • The bank was assessed to check how the workers appreciate teamwork and working together of workers from different departments. • The teamwork rating was done using the scores of 1 to 5 with 5 being the highest score for the organization’s effort in teamwork. Findings • There are four factors that the BA looked at and did a survey which it marked and made the following findings. • On the part of the decision criterion, the score was 80% because the bank had many considerations and factors that it analyzed before making any decisions. • The factor change management has a score of 4 where it has been having a smooth process of change and managing that change. • Decision making after the survey had a score of 10 for the operational and 2 for strategic. • Finally, the teamwork survey concluded with a score of 2 which was the lowest of the survey’s results. Conclusion and Recommendations • Considering the above data and the survey with its findings, American bank has been found to have strengths and weaknesses • The team found that the bank was strong in their decision criterion and they considered more factors before making the decision which was a Suggest you work on more concrete recommendations. Something that like the logic and evidence-based factors. • They need to prioritize their factors to consider and dwell more on the factors thatactionable are non-personal they could implement. This to be next • Also, they need to improve on their teamwork which happens to bewas the weakest of all.steps. I suggest you pull up the • They also have to improve on their change management score and ensure that all stakeholders assignment and rubric.whether Use small or great are considered. the rubric as a checklist to ensure you have provided everything. good sign. References • De Bruin, T., & Rosemann, M. (2005). Towards a business process management maturity model. • Ibbs, C. W., & Kwak, Y. H. (2000). Assessing project management maturity. Project management journal, 31(1), 32-43. • Vugec, D. S., Vukšić, V. B., & Glavan, L. M. (2017). Social Business Process Management and Business Process Management Maturity. World Academy of Science, Engineering and Technology, International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering, 11(5), 1128-1132.
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