Tag: Application

Three Keys to Building a Strong Process Management Foundation

Written by Madison Lundquist on August 29, 2024. Posted in Articles.

Effective process management is not something that can be built overnight but is critical to the success of process management programs. Recent research by APQC indicates that only 52% of organizations feel their process management programs are somewhat effective, and only 11% feel they are very effective. However, the survey findings also point out three opportunities for growth:

Align process programs with organizational strategy
Measure process performance
Ensure a strong focus on process governance

Organizations looking to leverage opportunities for growth and to build their process program on a strong foundation should consider the points outlined in this article.

First, the structure.

Organizations can structure their process team in a variety of ways; and most often, the same way won’t work best for every organization. According to APQC’s research, most organizations (44%) have centralized process teams, 29% have federated teams, 14% have decentralized teams, and 13% follow an ad hoc approach.

While organizations will favor the structure that works best with their organization’s overall structure; there are pros and cons to consider with each structure.

Next, align to strategy.

Process work has traditionally involved teams driving efficiencies in cost, cycle time, and throughput. However, over the last few years, process teams are shifting these tactical objectives under broader organizational drivers.

While some organizations are not aligning to strategy as well as they should, 49% of organizations do align their process efforts to organizational strategy.

Strategy and process management activities should intertwine and inform each other. The following best practices lead to greater alignment of strategy with the work of the rest of the organization:

Planning – Do not limit strategic planning processes to the corporate level, and make sure that the planning process is constantly evolving with business needs and forecasts. Continuous improvement is a best-practice mantra.
Measurement – Use qualitative data in addition to carefully selected quantitative data points to set strategic plans but remember that financial numbers only tell part of the story. Qualitative information can provide the context needed to make valid decisions.
Organizational structure, communication, and culture – Strategic plans should include processes for communicating strategy. The organization will never be aligned if strategy is not clearly and consistently communicated and discussed. Embed strategic planning into people’s roles, driving employees to feel motivated to contribute and feel that their time is valued.
Process design – Integrate the strategic planning process with quality processes. Be sure that quality and strategy inform each other and enable enterprise success.

Lastly, measure process performance.

Once organizations have selected their team structure and defined their strategy, it’s time to consider how they will measure the performance of their process efforts. When organizations were asked how they use measures in managing process performance, 30% of organizations only use ad hoc measures, and 16% have no process measures at all.

Measurement enables decision making at all levels in the organization. Without measuring, leaders manage and make changes in the dark, without a clear view of which changes need to be made and where.

Determining which measures align with strategic goals is the first step. Once the organization selects the initial sets of measures for the different audiences (e.g., executives, business units, departments, managers, frontline workers), those measures can be tracked over time and tweaked as necessary. When an organization can look at its performance on a granular level and see how those pieces roll up into high-level metrics, it can begin to adjust in the places where they will make the biggest difference.

Don’t forget about process governance.

Organizations can have the best process program strategies, linked to organizational objectives and with smart measures in place; however, if the right governance is not in place, those plans can fail.

Governance encompasses all the structural elements that help process management function and often dictates the efficiency and speed at which an organization implements and embeds process management into its practices. Appropriate governance ensures that the right changes are made to processes and that policies surrounding process design and management are clear and relevant to the entire enterprise.

According to APQC’s survey, 75% of organizations have process owners present in their organization and 57% have process improvement specialists. Only 38% of organizations have champions or steering committees, which vitally provide oversight and governance for process work, help to prioritize opportunities, and align processes and process work with organizational strategy and objectives. Thankfully, the number of process sponsors and champions at organizations has improved since the last time this survey was conducted in 2020, showing the increased importance organizations have placed on these more strategic process roles.

Process management programs are not built overnight, and they all follow a different path. Starting with the key topics outlined in this article can help organizations get off on the right foot.

What’s Next: The Future of Business Analysis in the Age of Artificial Intelligence (AI)

Written by Neeraj Kaushik on February 1, 2024. Posted in Articles.

In today’s rapidly evolving business landscape, professionals across industries are witnessing the transformative power of Artificial Intelligence (AI). Business analyst profession is not untouched and is on the brink of a significant shift in its roles and responsibilities. As AI technologies continue to advance, they are poised to play a pivotal role in shaping the future of business analysis. In this blog, we’ll deep dive into how AI is set to impact the future of business analyst professionals.

The Rise of AI in Business Analysis

1. Data-Driven Insights

Business analysts have always been tasked with extracting valuable insights from data to support decision-making. AI, with its machine learning algorithms and predictive analytics, empowers analysts to delve deeper into data. They can now unearth hidden patterns, make more accurate forecasts, and identify trends that might have remained concealed with traditional business analysis methods.

2. Enhanced Efficiency

AI-driven automation tools can handle repetitive tasks, such as data collection and cleansing, leaving analysts with more time for critical thinking and strategic analysis. This increased efficiency allows business analysts to focus on high-impact activities, making them indispensable assets to their organizations.

Real-time Analytics

AI enables real-time data analysis, providing business analysts with most relevant and current insights. This instant access to reliable and accurate information empowers business analysts to respond swiftly to market changes and emerging trends, enabling more predictable and agile decision-making which is critical for reaching organization’s strategic goals.

The Evolving Role of Business Analysts

As AI becomes more integrated into business operations, the role of business analysts is evolving in several significant ways:

From Data Analysts to Data Strategists

With AI handling routine data analysis, business analysts are transitioning from mere data collectors to data strategists. They are expected to interpret AI-generated insights and translate them into actionable business strategies.

Ethical Considerations and challenges

AI raises ethical concerns, such as bias in algorithms and data privacy issues. The role of Business analyst is to navigate through these ethical challenges and ensure that AI systems are used responsibly and the data they collect and analyze is both accurate and unbiased.

Cross-functional Collaboration with different partners

Business analysts are increasingly expected to collaborate with data scientists and AI engineers to develop and implement AI-powered solutions. Effective communication and collaboration between these roles are vital for successful AI integration and forms core of various digitization initiatives.

Continuous Learning is the key to success

The rapid evolution of AI requires business analysts to engage in continuous learning and skill development. Staying updated on AI technologies and methodologies is crucial to remain relevant in their roles.

The Impact on Job Market

Even though the initial buzzword of AI lead to job insecurities but future seems to be bright. While AI is automating some aspects of business analysis, it is also creating new opportunities. The demand for business analysts who can harness AI and effectively interpret its insights is on the rise. Companies are actively seeking professionals with AI skills to drive innovation and competitive advantage.

Conclusion

Industry’s future hinges on how well business analysts use Artificial Intelligence (AI). Business analysts will find themselves at the vanguard of data-driven decision-making as AI technology develops and advances. They will play more strategic and team-oriented roles with an emphasis on utilizing AI to boost corporate success. Business analysts are expected to embrace AI and see it as a potent tool if they want to succeed in this dynamic and fast paced environment. They should invest in their AI-related skills, navigate through ethical challenges, and adjust to the shifting needs of the labor market. By doing so, they will be able to take advantage of the opportunities that Artificial Intelligence presents and remain valuable resources for their organizations in years to come.

The Importance of Benefits Realization

Written by Giorgos Sioutzos on June 29, 2023. Posted in Articles.

As a business analyst you are not done your job after the deployment of the solution. Although, having the solution up and running is a critical milestone it’s not time to party yet. It’s like medical surgery. Even though the surgery itself may be successful it is more than important the patients life to be improved and the expected benefits that are the answer to why this surgery should be done, to be realized after the surgery.

Monitoring the solution benefits and interpreting thoughtfully the feedback of the customers is crucial in order to be sure that the benefits of the solution are fully perceived and also that they are sustained. Benefit recipients should experience the stated benefits and also be ensured that those benefits will be sustained from the implemented change over the long-term. In many projects the effort that is done in the period after implementation activities is not enough to ensure the delivery of the claimed benefits as well as the maintenance of the benefits in the long term.

Below are some points that could help you navigate in the after-deployment period:

Feel the pulse of the customer

Be open to feedback and try to listen to the voice of the customers. Do not underestimate the feedback from any source. Even an inexperienced user may reveal critical improvement issues for the benefits realization. Filter the feedback in order to find technical and non-technical groups of issues. For example, a repeated concern of the user may be due to the lack of training and proper user manual, due to a non-functional requirement that is not met or due to a bug existing in the functional area of the solution.

Prioritize the actions

It is crucial to prioritize the improvement actions. Some bugs fixing may be in first priority as they have a detrimental effect in the overall experience. Or an updated user manual and video of navigating the users in using effectively the solution may be number one priority in order to full realization of benefits to take place. A specific prioritization approach may be existing and agreed up at the initiation of the project. However, as nothing is more stable than change you probably need to revisit and update frequently the approach to prioritization.

Be ready for Organizational Change

A new solution that is deployed is a change. Appropriate change management is required to ensure the full exploitation of the solution. New processes and polices may need to be established in order to maximize the value. Changing the way of working that existed for years may be challenging. Many times, a new solution is a trigger for a culture shift in an organization. As a business analyst you need to be aware of such required changes and propose solutions that will contribute towards the

It is common for the delivery team to complete the implementation activities, deliver the initial benefits to the customer and just close down the project. This is not suggested. Benefits realization most of the time is not one and done process. There are always activities that need to be performed on an ongoing basis to ensure the solution developed stays in shape.

Top Business Analysis Trends To Watch Out For In 2023

Written by Ananya Pani on February 9, 2023. Posted in Articles.

It’s tough to predict the future and same goes towards predicting business trends with certainty. But we can always predict areas which are likely to be of prominence with a fair amount of certainty.

As we all know business analysis is a profession growing at a fast pace and will continue to see this trend of growth for at least next 10 years. If you are a proactive business analyst you must keep watch on the trending topics to stay ahead of the curve and be a futuristic leader.

Here are our top 6 picks for business analysts to watch out in 2023 –

Data Analytics:

Business analysts will continue to use data to have better business insights and drive business decisions. The amount and variety of data have increased tremendously in the last decade. Therefore, it is essential for business analysts to learn about data analysis tools. As data becomes increasingly important, business analysts will need to be proficient in advanced data analytics tools, techniques and be able to interpret and communicate the results to decision makers and stakeholders.

Agile methodologies:

Over last few decades, more than 70% of companies have adopted Agile methodology for their project implementation, as a BA you just can’t afford to miss out on having a sound understanding of Agile concepts, principles, and culture!

This trend is here to continue and grow in 2023. Business analysts will need to be proficient with agile principles since many projects require them to double up as a scrum master or as a product owner.

Artificial Intelligence and Machine Learning:

In simple words artificial intelligence and machine learning is the ability of machines to learn and carry out tasks based on the way it is programmed or instructed to do. It can analyze data and come up with decisions based on data and patterns. Many of the tasks carried out by AI and ML today are those where the inputs and the outputs can be well programmed or put out such as chat bots. Traditionally these tasks were handled by humans.

Some of the key benefits of using AI and ML are

Improvement in efficiency
Predictable performance
Improvement in processing speed
Reduction in human intervention for business processes
Automation in process –
- finding patterns in process and reporting deviations
- reporting financial frauds
- supply chain improvements
- customer experience analysis and further recommendation
- Understanding customer behavior and suggesting products and services based on behavior and preferences

Business analysts are known to be the change makers and to be an efficient one they need to use technology efficiently to deliver better results and improve efficiency hence AI and ML is going to be their primary tech agents to achieve better business outcomes. Business analysts will need to be hands on with these technologies and their applications to make the most of it. They will need to understand how AI and ML can be used to automate processes, and achieve better business outcomes.

Business Transformation:

Business analysts are the ones who primarily bring in business transformation by using technology effectively and as mentioned above AI and ML play a major part in this.

More and more organizations are embracing digital transformation than the past years, be it banks, financial institutions, service organizations or retail. Business analysts are the drivers playing a critical role in helping companies to identify and implement the changes needed to succeed. This might include business process changes, rethinking and redesigning business models, processes, and systems, and implementing new technologies to drive growth and competitiveness.

Cross-functional Collaboration:

Business analysts often look at the organization’s internal as well as external facing processes with a critic’s eyes of improvement and redesign the processes to implement all those improvement ideas.

This often involves working with many functions, teams within the organization. They often need to use their power to influence to drive these change initiatives or process improvement initiatives.

This also requires coordinating as well working with various process owners and stakeholders to drive the initiatives to success.

Cybersecurity:

With the increasing digital transformations across all sectors including those involving financial as well as highly confidential data, the threat of cyberattacks have gone up drastically.

Business analysts need to take into consideration the confidentiality as well as the risk and vulnerabilities involved in the applications while designing/solutioning the applications.

They need to be well versed with cybersecurity practices to design robust systems and processes.

They will need to be able to work with security experts to ensure that systems and data are protected from potential threats.

Overall, the trends in 2023 will continue to emphasize the importance of analytics, data, technology, automation, cyber security and collaboration in driving business success. Business analysts who are able to master the skills needed for these trends and implement them to succeed in a rapidly changing business environment will be well positioned for success.

3 Career Stories Where IIBA Certifications Truly Helped

Written by Lawrence Dong on May 12, 2022. Posted in Articles.

The International Institute of Business Analysis (IIBA) is a professional association formed in October 2003 with the stated goal of supporting and promoting the discipline of business analysis. In another word, IIBA is the professional body for business analysts.

IIBA is providing many types of certifications and they all have their own benefits. In the past 10 years, I have experienced various occasions where, either myself or people I know, have achieved great and tangible career results thanks to certain IIBA certifications.

Here are 3 stories with 3 IIBA certifications, which apparently do not represent all the useful certifications that IIBA provides. However, I believe you will get a strong message why you may want to become a certified business analyst.

Story 1: A university graduate

A promising young talent was about to graduate from university. She had equipped her resume well with IT & BA courses, project-based-learning initiatives, internships and workplace experiences. However, based on her job seeking experiences, she had an impression that sometimes she was perceived by potential employers as “indifferent” to other university graduates.

She was determined to make a difference in job applications. The action she had done was to have obtained the ECBA (Entry Certificate in Business Analysis) certification, which was then added as a highlight to her resume and used in job applications.

In a final round interview, she successfully stood out by saying “I have been certified in the same (IIBA) framework as experienced BA’s use”, while other candidates claiming, “I am a quick learner”.

I’m sure you will also be empowered by the story if you are currently looking to transition your career towards a business analyst role.

Story 2: A 2^nd year Junior BA

A young IT professional completed her 2^nd year of work anniversary in an IT consulting firm as a junior business analyst. Although she progressed a lot in BA competencies and demonstrated consistent work performance, it was frustrating that a lot of people in the company, including her manager, still saw her as “that Junior BA”.

She decided to remind her manager in a polite yet effective way. Weeks before the annual performance review (a.k.a., salary review), she had completed her CCBA (Certification of Capability in Business Analysis).

In the performance review meeting, she showcased the details her outperformance, coupled with her CCBA certification and the techniques she had acquired from the study of CCBA. At the end of the meeting, she asked for a promotion to Intermediate BA. She got the good news soon after.

Story 3: A Senior BA who wants to change industry

A senior BA got 10 years’ BA experience. He was always in the telecommunications industry but now wants to pursue a career in the financial service industry. He had a few interviews, but all ended up not well. The typical feedback he had received was “solid BA but lack of domain experience”. He took the advice from others to study towards CBAP (Certified Business Analysis Professional).

After being CBAP certified, he was invited to an interview with a local bank. He made a point to the interview panel that “BA skills are transferable across industries” and outlined his BA expertise that had been certified via CBAP and that would add value to the bank immediately. After a week he got a phone call from the hiring manager asking for referees.

Summary: ECBA/CCBA/CBAP Comparison Table

Reference:

IIBA Certifications, https://www.iiba.org/business-analysis-certifications/iiba-certifications/