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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