Business Analyst Process Plan- IGATE Global Solutions LTD

1. May 17, 2015 Proprietary and Confidential - 1 -
Business Analysis – Significance and
Process Map
Name of the presenter: IGATE
Date: 08.06.2015

2. Agenda
Proprietary and Confidential - 2-
What is Business Analysis?
Why do we need a BA?
Foreseen Benefits
How can we help you?
Real World Examples

3. Proprietary and Confidential - 3-
What is Business Analysis?

4. Proprietary and Confidential - 4-
Definition - BABOK
What is Business Analysis?
Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in
order to understand the structure, policies, and operations of an organization, and to recommend
solutions that enable the organization to achieve its goals.
Business analysis involves understanding how organizations function to accomplish their purposes, and
defining the capabilities an organization requires to provide products and services to external
stakeholders. It includes the definition of organizational goals, how those goals connect to specific
objectives, determining the courses of action that an organization has to undertake to achieve those
goals and objectives, and defining how the various organizational units and stakeholders within and
outside of that organization interact.
Who is a Business Analyst?
Business analysts is a person who must analyze and synthesize information provided by a large number
of people who interact with the business, such as customers, staff, IT professionals, and executives.
The business analyst is responsible for eliciting the actual needs of stakeholders, not simply their
expressed desires. In many cases, the business analyst will also work to facilitate communication
between organizational units. In particular, business analysts often play a central role in aligning the
needs of business units with the capabilities delivered by information technology, and may serve as a
“translator” between those groups.

5. Proprietary and Confidential - 5-
Business Analysis is Important
•Failed or Challenged Projects
•Lower Productivity – More Rework
•Developer Frustration
•Higher Costs & Schedule delays
•Unused functionalities
•Benefits not realized
•Solution not aligned with business
needs
•Low stakeholder satisfaction
•Solutions do not solve the business
problem
Lack of Maturity in
Requirement Development
and Management
Loss of Time,
Money &
Effort
The following are some of the major issues which results due to lack of a Proper Requirement
Management System in an Organization. This will mainly lead to loss of time, money & effort, apart from
other consequences, which are usually ignored in large organizations.

6. Proprietary and Confidential - 6-
Why do we need a BA?

7. Proprietary and Confidential - 7-
The Big Picture
Compared to 20 years ago, we have made huge strides in managing projects successfully. Project teams
and tools are improving. Failures are trending lower. The project success rate has doubled over in 2
decades!
Despite this headway, more than half of all software projects are failing or challenged. Why are there so
many struggles? According to a recent Chaos Report, here are the related reasons for our problems.
Failed Project Factors:
Incomplete Requirements - 13.1%
Lack of User Involvement - 12.4%
Lack of Resources - 10.6%
Unrealistic Expectations - 9.9%
Challenged Project Factors:
Lack of User Input - 12.8%
Incomplete Requirements & Specifications - 12.3%
Changing Requirements & Specifications - 11.8%

8. Proprietary and Confidential - 8-
The Big Picture…A Study from a different Research
Why do Projects Fail?
50%
15%
17%
14%
3% 1% Poor Requirement
Defination
Poor Scope Defination
Inadequate Risk
management
Communication Problem
Lack of Qualified resources
Others
Source : ESI International Survey of Business Professionals

9. Proprietary and Confidential - 9-
What Research Says…
“Studies show that over 70% of business improvement projects fail to deliver their expected benefits, and
even when they are achieved in part, often they are far from fully realised”
Source: (InfoWorld report)
“Fewer than 12% of companies can accurately measure the business impact of their IT investments”
Source:(InformationWeek summary of survey and interview research)
“41% of projects failed to deliver the expected business value and ROI (Tata Consultancy Study)
When the true costs are added up, as many as 80% of technology projects actually cost more than they
return. It is not done intentionally but the costs are always underestimated and the benefits are always
overestimated”
Source:(Mercer study)
“Improving business analyst proficiency can improve application performance by as much as 30%.”
Source: Study conducted by the Corporate Executive Board, Application Executive Council
“60-80% failure rate attributed to one root cause”
Source: Meta Group
“25-40% of spend is ‘re-work’”
Source: Carnegie Mellon
“66% of project failure rate due to miscommunication between business and IT”
Forrester Research

10. As per Mark Troncone from TransAct Technologies, a Company/Project would face the following issues due
to lack of a Dedicated BA or a Proper BA Practice –
 66% of Software Projects are not expected to finish on-time or on budget.
 Completed Projects have only 52% of proposed functionality when delivered.
 56% of Project Defects originate in the requirements phase of the project.
It is well documented that when a requirements error is left unchecked –
 The cost to fix the oversight is multiplied by up to 20% in the design and development phase
 By 40–60% in the testing phase
 And beyond 100% in the implementation phase.
Statistics – Predictions based on Past Data

11. Proprietary and Confidential - 11-
Risks Involved
• A requirement that would take 1 hour to fix will take 900 hours to fix if it slips to system testing.
• But Investing 10% more in requirement Analysis, large and Medium Complexity projects have
reduced cost over runs from 30 % - 80%

12. Proprietary and Confidential - 12-
Foreseen Benefits

13. Current Challenges faced by Global Organizations
The following are the Top 9 Challenges Identified in IT Projects, across different Domains. If you are
facing the Top 3 Challenges mentioned below, it is highly recommended to start investing in Business
Analysts/ BA Practice, to mitigate the Risks as well as Loss of Time, Money and Efforts experienced by
different organizations highlighted in the Previous Slides.

14. Our Prediction
Proprietary and Confidential - 14-
•Proper delegation of tasks and responsibilities between
Application Owner and BA will lead to effective Project
Management
•BA’s can get directly involved with the End Users to
study and understand the current process and suggest
appropriate actions to automate with a Consultative
Approach
Proper Requirement Gathering &
Management
•Based on the Consultative Approach, it is apprehended
that the number of CR’s will be reduced
•However, following the suggested framework, BA’s can
reduce the overall impact of the change and effectively
manage the deliverables using various tool suggested in
the framework
Efficiently Manage Change
Requests/Modifications &
Enhancements
•Use Cases
•Context Diagrams – Root Cause Analysis, GAP Analysis
•Storyboards
•Data Models
•Business Process Models
Use of Proper Documentation and Tools
By investing 10%
more on
Requirement
Analysis,
organization can
reduce cost over-
runs by 30%*
A BA can help
reduce 25 –
40%** on re-
work
60-80%***
failure attributed
to ONE Root
Cause. Usage of
Proper Tools can
help find issues
Quickly
*WWMCCS **Carnegie Melon ***Meta Group

15. Proprietary and Confidential - 15-
How can we help you?

16. Proprietary and Confidential - 16-
We have done it before – Case Study 1
Business
problem /
Objectives
Solution
Approach
Project
details
Results /
Next Steps
The client wanted to improve process efficiencies for its banking operations by leveraging automation,
technology up-gradation, outsourcing or a combination thereof to eliminate paper, reduce errors , cost and
being competitive. Additionally it also wanted to explore new products for its business requirements
 Business requirement gathering and High level BRD preparation Deposits, Loans, Treasury, Money Market
and Trade Finance.
 Preparation of To – Be process flows for all 5 tracks
 Product Evaluation for 4 Trade Finance products
 Operating Model and high level cost benefit analysis for off shoring in Trade Finance
 Non-Functional, Interface, Reports requirements gathering and documentation for Deposits, Loans,
Treasury and Money Market
 Generated 400+ requirements in Trade Finance and deposits, 300+ in Treasury and 600+ in Loans much to
the bank’s satisfaction and delight
 Conducted 4 product evaluation against the promised 3 within the defined project time lines
 Provided a high level cost benefit analysis and operating model for off shoring thus providing the bank a
better perspective of outsourcing.
 Process Flow methodology ensured maximum coverage during requirement gathering workshop
 High level business requirements exhaustively covering the breadth of the business for 5 major business
tracks
 “To-be” process models depicting the ideal processes.
 Product evaluation of leading trade finance products to better understand the fitment of each product to
bank’s requirements
 High level cost benefit analysis for trade finance providing better perspective on off shoring
 Operating model providing clarity on the offshore onsite working scenario
BRD Preparation, Product Evaluation and Operating Model – Leading Japanese Bank with US operations

17. We have done it before – Case Study 2
Business
problem /
Objectives
Solution
Approach
Project
details
Results /
Next Steps
Documentation of To-Be Processes and Procedures to depict the To-Be Scenarios was a key requirement of
the Bank during and post Core Banking implementation. These workflows and documents were required by
various front office and back office users as ready reference for their day to day business.
 The bank was in process of implementing Core Banking system and replacing their existing legacy systems.
 “Integrated Banking Platform” Process Mapping and Procedure Documentation project involved the
creation of To Be Process Maps and Procedure documents applicable in core banking environment.
 Designed 545 process maps across various LOBs
 Prepared 1061 “To Be” procedures belonging to various tracks of retail and commercial back office,
payment services and commercial lending & trade services, Client Banking Services.
 Study and understand “As-Is” Process Maps & prepare “To-Be” Process Maps in Savvion BPM tool.
 Categorize Procedures High Impact, Medium Impact and Low Impact & document “To-Be” Procedure
Documents
 Review Detailed Requirements Gathering Notes, Core Banking Approach and Design documents
 Identified STP opportunities post Core Banking implementation
 Analyzed, depicted and suggestions provided in the areas where out of box capability were not leveraged
by the bank.
 IGATE identified gaps in other areas like SOPs and training manuals which requires changes post Finacle
implementation
Proprietary and Confidential - 17-
To-Be Process Mapping & Procedure Documentation for a Core Banking Transformation at a Large US Bank

18. Proprietary and Confidential - 18-
Building a BA Practice
What is Required to build a BA Practice?
Strategic
Alignment
Governance
Processes &
Practices
Information
Technology
Skills &
Competencies
Successful BA Practice

19. Recommended BA Framework
Stage
Task
Output
Initiation Planning Execution Closing
Enterprise Analysis
Work Breakdown
Structure Analysis
Requirement
Definition & Analysis
Retrospective
• Project Concept
• Solution Options
Paper
• Business Case
• BRD
• Traceability Matrix
• Working Papers
• Business Analysis
Plan
• Requirements
• Management Plan
• BRD
• Stakeholder
Involvement Matrix
• Working Papers
• GAP Analysis
• Business
Requirement
Specification
• Functional & Non-
Functional
Requirement
Specification
• Use Case
Specification
• Managing Change
Requests
• User Manuals
• Production Support
Handover
• Troubleshoot issues
Gate
1
Gate
2
Gate
3
Decision Points
Gate 1
Approval & Sign off
Gate 2
Acceptance
Gate 3
Acceptance & Sign
off

20. Process Flow
Project Management/Monitoring
Project
Management/
Governance
Detailed
Requirements
Solution
Design
 Create Project
Charter & Project
plan
 Assign Project
Manager/SPOC*
 Identify risks*
 Project Plan Sign
Off
Monitor Project
Status*
 Gather detailed
requirements
 Formal requirements
documents –
Functional, tech
requirements, process
maps
 Share documents
and receive approval
from all stakeholders*
 High level
architecture
design
 Detailed design
 Design-
Requirements
mapping*
 Share
documents and
receive approval
from all
stakeholders*
Business
Requirements
Definition
 Stakeholders*
 Identification
 Analysis
 Management Plan
 Gather Requirements
 Analyze & Define
Business Requirements
 RACI - Define role &
responsibility matrix*
 Validate
business case
 Identify
stakeholders
 Estimation
 Budgeting
 Prioritization
 Scheduling
Stakeholders
Involvement
Defined roles and
responsibility
Requirements
Traceability Matrix
Change
Management
Planning
Phase

21. Proposed Operating Model
Forecasting &
Planning
 Provide all high level
requirements
 Provide stakeholder
information
 Review status reports
 Approve project plans
 Mind maps, Process mapping
 Gather Requirements
 Create formal documents
 Share documents for review &
sign off
 Incorporate changes
 Estimation
 Prioritization
 Project & Resource Planning
 Team ramp up/down
Program
Management
 Task allocation
 Status Tracking & Reporting
 Define process & documentation standards
 Define Review Checklists
Jetstar
Stakeholders
IGATE - Program Management Office
(For all Requirements)
IGATE/Jetstar Analysts
Variability cost &
capacity management
Onsite recruitment engine
for projected demand
Offshore leverage
for ad hoc demand
Long term capacity gains from Onsite/Offshore Model
Forecasting Model
Requirements
gathering tools
Standard Process/
Documents
Requirements Management
Framework

22. Recommended BA Framework – By Debarata
Elicit High Level Req
Start Req
Process
Contact/List
Stakeholders,Docs and
Systems
Identify
Root Cause, Problem
Statement, Business
Objective/Goals
Detail Req Finalized
Elicit High Level Req
Stakeholder
Acceptance
Review/Modify/Add/Delete
Prioritize Req/ Plan Drops
Project Scope/Summary
Client
Review
Revise Detailed
Understanding
Review
Priority/Drop
Continue Prioritizing. Req scope/priority
and Plan revision
Client
Approves
Spec?
Freeze requirements
Launch Plan
Implement Waterfall
,Agile,Spiral etc
Design,Develop, Test
(Until part1 or Phased
Implementation ends)
Proposed Changes
Changes
In Scope?
Changes
Approved
Evaluate Risk/Impact
Review Change Req
Add/Modify Track Req
No
No
No
No

23. Proprietary and Confidential - 23-May 17, 2015
Real World Examples

24. Proprietary and Confidential - 24-
Successful Projects
Hyatt Hotels!
While Marriott and Hilton Hotels were checking out of their failed reservation
system, Hyatt was checking in. Today, you can dial from a cellular airplane
telephone at 35,000 feet, check into your Hyatt hotel room, schedule the courtesy
bus to pick you up, and have your keys waiting for you at the express desk. This
new reservation system was ahead of schedule, under budget, with extra features --
for a mere $15 million of cold cash. They used modern, open systems software with
an Informix database and the TUXEDO transaction monitor, on Unix-based
hardware.!
Hyatt had all the right ingredients for success: user involvement, executive
management support, a clear statement of requirements, proper planning, and small
project milestones

25. Proprietary and Confidential - 25-
Successful Projects
Banco Itamarati!
A year after a strategic redirection, Banco Itamarati, a privately-held Brazilian bank,
produced an annual net profit growth of 51% and moved from 47th to 15th place in
the Brazilian banking industry. Three fundamental reasons account for Banco
Itamarati's success. First, they had a clear vision with documented specific
objectives.
Second, their top-down level of involvement allowed Banco Itamarati to
stay on course. And finally, the bank produced incremental, measurable results
throughout the planning/implementation period.!

26. Proprietary and Confidential - 26-
Failed Projects
American Airlines!
Early in 1994, American Airlines settled their lawsuit with Budget Rent-A-Car,
Marriott Corp. and Hilton Hotels after the $165 million CONFIRM car rental and
hotel reservation system project collapsed into chaos.!
This project failed because there were too many cooks and the soup spoiled.
Executive management not only supported the project, they were active project
managers. Of course, for a project this size to fail, it must have had many flaws.
Other major causes included an incomplete statement of requirements, lack of
user involvement, and constant changing of requirements and specifications.!

27. Case Study
Example of the value of a business analyst - One of a client sought a solution to manage the approval
processes and associated documentation for a number of major energy capital projects (projects up to
$100 million in value).
The company conducted the business process automation analysis, mapped the future state processes,
and elicited the business and functional requirements through a series of stakeholder workshops
utilizing aspects of our method, and customized templates, which aligned with the Business Analysis
Body of Knowledge (BABoK®). Based on these documented processes and requirements an automated
workflow solution was developed.
This process automation solution delivered:
• Increased consistency of approval processes
• An automated audit trail for the approvals
• A reduced incidence of approval related documentation being misplaced or lost
• A reliable mechanism for staff to determine the status of payment requests and payments
• Reduced time and resource wastage on printing and manual approvals
• Reduced physical file storage.
A key outcome of the project was the minimization of approval delays, which reduced the external
contract resources required for approval processes. The savings due to the reduction of external
contractors during the first 6 months after the automated workflow solution was implemented paid for
the cost of developing the solution.

28. Core Banking – Business Requirements Elicitation- Use of
Requirements Workbook and Traceability Matrix
Benefits to Client
 High level business requirements exhaustively covering the breadth
of the businessfor 5 major businesstracks
 “To-be” process models depictingthe ideal processes.
 Product evaluation of leading trade finance products to better
understandthefitmentof each product to bank’s requirements
 High level cost benefit analysis for trade finance providing better
perspectiveon off shoring
 Operating model providing clarity on the offshore onsite working
scenario
Objectives
• The client wanted to improve process efficiencies for its banking
operations by leveraging automation, technology up-gradation,
outsourcing or a combination thereof to eliminate paper, reduce
errors , cost and being competitive. Additionally bank also wanted to
explore new products for its businessrequirements
Proprietary and Confidential - 28-May 17, 2015
Engagement Highlights
 Generated 400+ requirements each in Trade Finance and deposits,
300+ in Treasury and 600+ in Loans
 Conducted 4 product evaluation against the promised 3 within the
definedproject time lines
 Provided a high level cost benefit analysis and operating model for off
shoringthus providing the bank a better perspectiveof outsourcing.
 Process Flow methodology ensured maximum coverage during
requirementgatheringworkshop
IGATE‘s Solution
 Business requirement gathering and High level BRD preparation
Deposits,Loans, Treasury, Money Market and Trade Finance.
 Preparationof To – Be process flows for all 5 tracks
 Product Evaluationfor 4 Trade Financeproducts
 Operating Model and high level cost benefit analysis for off shoring in
Trade Finance
 Non-Functional, Interface, Reports requirements gathering and
documentationfor Deposits,Loans,Treasury and Money Market

29. BRD Preparation, Product Evaluation and Operating Model –
Leading Japanese Bank with US operations
Benefits to Client
 High level business requirements exhaustively covering the
breadth of the business for 5 major business tracks
 “To-be” process models depicting the ideal processes.
 Product evaluation of leading trade finance products to better
understand the fitment of each product to bank’s requirements
 High level cost benefit analysis for trade finance providingbetter
perspective on off shoring
 Operating model providingclarity on the offshore onsite
working scenario
Objectives
 The client wanted to improve process efficiencies for its banking
operations by leveragingautomation, technology up-gradation,
outsourcingor a combination thereof to eliminate paper, reduce
errors , cost and being competitive. Additionallyit also wanted
to explore new products for its business requirements
Proprietary and Confidential - 29-May 17, 2015
Engagement Highlights
 Generated 400+ requirements in Trade Finance and deposits,
300+ in Treasury and 600+ in Loans much to the bank’s
satisfaction and delight
 Conducted4 product evaluation against the promised 3 within
the defined project time lines
 Provideda high level cost benefit analysis and operating model
for off shoring thus providingthe bank a better perspective of
outsourcing.
 Process Flow methodology ensured maximum coverageduring
requirement gathering workshop
IGATE‘s Solution
 Business requirement gathering and High level BRD preparation
Deposits, Loans, Treasury, Money Market and Trade Finance.
 Preparation of To – Be process flows for all 5 tracks
 Product Evaluation for 4 Trade Finance products
 Operating Model and high level cost benefit analysis for off
shoring in Trade Finance
 Non-Functional, Interface, Reports requirements gatheringand
documentation for Deposits, Loans, Treasury and Money Market

30. Appendix
May 17, 2015 Proprietary and Confidential - 25 -
THANK YOU