The document discusses moving the role of business analysts from a focus on writing requirements to synthesizing information. It advocates taking an end-to-end process perspective, developing a case for change by assessing stakeholders and consequences of inaction, and identifying what needs to change by evaluating six process enablers. The document provides examples of these techniques and emphasizes the importance of workflow mapping in requirements identification.

1. From Business Analyst to Business Synthesist
Making a Vital Contribution to Business Change
Alec Sharp
Consultant
Clariteq Systems Consulting Ltd.
West Vancouver, BC, Canada
asharp@clariteq.com
www.clariteq.com www.twitter.com/alecsharp
Analyst
to
Synthesist Obligatory speaker background
Alec Sharp, Clariteq Systems Consulting – asharp@clariteq.com
§ 30 years consulting and facilitation experience:
• Business Process Redesign / Improvement
(discover, model, analyze, improve processes) Process Applications
• Application Requirements modelling
(Use Cases and Business Services)
• Data Modelling and Management Data
§ Consulting and instruction worldwide
§ Principal author –
“Workflow Modeling” published by Artech House,
- best-selling book on process modelling & improvement
- first edition – 2001
- second edition – 2009
2
“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013

2. Analyst
to
Synthesist Goal – start a conversation
My opinion…
§ Too much emphasis on “effective written requirements”
§ This has become a problem –
too many BAs believe
“the job is done when requirements have been written.”
§ BAs must also synthesise requirements
into a broader or cohesive whole.
Disclaimer…
§ Written (narrative) requirements have their place
(in moderation)
§ Not much leeway for nuance and subtlety in
a forty-five minute presentation
3
Analyst
to
Synthesist Some background
C-level executive…
“Whatever happened to the BA who could tell me to
move some desks and get an additional phone line?
Now they just want to talk about my requirements.”
Failed projects – a common denominator:
§ Written requirements.
Lots of written requirements.
§ 800, 1200, 1400, and 4000+
§ A cautionary tale:
“Moby Dick and the 8000 requirements”
Leading to conversations with many
experienced (20+ years) BAs…
…surprising consensus on common
BA problems
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“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013

3. Analyst
to
Synthesist Ernest Forman: “Analysis vs. synthesis”
Dictionaries define analysis as
something like the following:
the separating of any material or
abstract entity into its
constituent elements (opposed
to synthesis)
Dictionaries define synthesis as
something like the following:
The combining of the
constituent elements of separate
material or abstract entities into
a single or unified entity
(opposed to analysis)
“Analysis without synthesis is
almost worthless.” http://expertchoice.blogspot.com/2007/07/
analysis-vs-synthesis-or-analysis-and.html
5
Analyst
to
Synthesist Four techniques to avoid antipatterns…
1) Get up out of the details by
taking an end-to-end process perspective
2) Encourage support for change by
developing a case for action
3) Identify what needs to change by
assessing the current state in a holistic way by
inspecting six enablers
4) Identify requirements for each change by
considering the impact on each enabler
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“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013

4. Analyst
to
Synthesist It’s not “Methodology in 35 minutes”
7
Analyst
to
Synthesist 1) Take an end-to-end process perspective
A telephone company “improved” five subprocesses, not the entire
end-to-end business process, and the behavior of the whole was made worse
Service Order Facilities Installation Service Customer
Management Management process Assurance Update
process process process process
Trigger: Customer
result:
Customer
requests Telephone
telephone service
service End-to-end process: Move Telephone Service is moved
move.
Capture Assign Install Confirm Activate
Service Network Premise Service Customer
Order Facilities Equipment Quality Account
Telco
result:
Active
account,
5 subprocesses receivable
posted
Eliyahu Goldratt: “Local optimization yields global suboptimization.”
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“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013

5. Analyst
to
Synthesist The essence of “end-to-end”
When we say “end-to-end” we mean:
• from the triggering event at one end
• through a cross-functional set of steps and decisions
• to the final results at the other end
Triggering event or events
• e.g., Customer demand is signaled
Final results
• process outputs received by the process’ primary customer
e.g., Customer: ordered goods have been received and accepted
• process results for other stakeholders
(performers, owner, supplier, regulator, …)
e.g., Owner: payment has been received and distributed Results
Customer:
Goods accepted
Owner:
Trigger: Payment received
Customer Process: Fulfill Customer Order Performer:
demand is
Commission credited
signaled
Industry Association:
Order statistics reported
9
Analyst
to
Synthesist Clarify significant as-is factors
Always draw a “Process vs. Function Diagram”
• depicts the functional areas participating in the process
• don't forget external participants such as the Customer!
Customer Sales Manufacturing Logistics Finance
Fulfill Customer Order
Assemble Package
Stage Fabricate
& Test & Label
Receive Plan Material Order Deliver Collect
Order Order
Order Order Order Payment
Transport WIP
Then, under each function
• list actors and responsibilities
• objectives and key performance indicators
• systems and data used, etc.
This revealed huge gaps and overlaps
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“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013

6. Analyst
to
Synthesist 2) Develop a “Case for Change”
“You must communicate in a clear and compelling way why the process has to
change by completing the initial assessment for the as-is process”
Initial assessment – 3 components Initial assessment – typical questions
Customer:
Stakeholder assessment – • Are there unnecessary interactions?
makes it real • Are rules and requirements reasonable?
• Customer • Can my work be located within the process?
• Performers
(for this group, answers “what’s in it for me?”) Performer:
• Owner/manager • What are your major sources of frustration?
• Others, as needed • Do you have the necessary tools and support?
• Are there steps that serve no purpose?
Context – • Are problems caused upstream;
makes it blame-free does the workload vary wildly?
• Changes in the environment since process was first • What would you change if you could?
“designed” • Is there a documented process?
Consequences of inaction – Owner/manager:
makes it compelling • Does the process use resources
• What will happen if the process is left as-is, that would be better allocated elsewhere?
and the status quo is maintained? • Is it a net contributor or a source of problems?
• Does it constrain innovation or growth?
• Does the process provide info for managing it?
• Did it earn your org an unflattering spot on the
local consumer affairs TV show?
11
Analyst
to
Synthesist Assessing changes in the environment
Areas to consider when assessing context:
• Changing customer expectations
• Change in business model
(e.g., customised or standarised offerings)
• Change in business ownership (public, private)
• Emergent or disruptive technology
• Changes in business volume (up or down)
• Changes in business operating locations
• Economic conditions
• Regulatory change
• Competition, especially new or emerging
• Workforce changes (e.g., supply or retirement)
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“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013

7. Analyst
to
Synthesist “Case for Change” example
Situation:
• Manufacturing firm attempting to select new financials application and redesign its
core financial reporting processes
• No progress being made – project has descended into “the blame game”
Client was very happy!
Stakeholder assessment
• Customer – Financial markets / fund managers Alec, I’m so happy I
cannot get info needed for investment decisions could just kiss you!
• Performers – Finance staff spend all their time on mechanical
aspects of assembling “the numbers” with no time for value-
adding analysis
• Owner/manager – CFO is under constant pressure and
criticism from other executives
Context
• Firm recently divested from a huge conglomerate
• Financial reporting was formerly to Head Office, but now is to
financial markets which the processes were
never designed to do
Consequences of inaction That’s not
• Planned acquisition of competitor will not go ahead due to lack in my
contract!!!
of support for new bond issue;
• Firm likely to be acquired by the competitor. Uh oh…
13
Analyst
to
Synthesist 3) What needs to change – six “enablers”
Business
mission,
strategy,
Process
vision,
Culture,
core
competencies,
goals,
&
objec5ves
differen5ator,
&
metrics
&
management
style
supports
reflects
aligns with
Business Process
enables enables enables enables enables enables
Facilities
Workflow Information Motivation & Human Policies and
(or other,
Design Systems Measurement Resources Rules
e.g. Funding)
Unfortunately, these are often ignored!
• Actors • Applications • Employee • Skills • Constraints • Workplace
• Steps & • Data assessment and • Matching • Business rules layout
decisions • Information incentives actors to tasks that the • Equipment
• Flow - sequence• Integration • “Reward and • Recruitment, process • Fixtures and
and handoffs punishment” selection and enforces furnishings
• Process KPIs vs. placement • External
Function KPIs & internal
The usual suspects!
Enabler – A factor that can be adjusted to
impact process performance.
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“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013

8. Analyst
to
Synthesist Map the workflow – “Flow first, detail later”
This process workflow diagram showed the client the actual
consequences of the “simple workaround” they had developed.(BTW,
ignore that terrible “one page” guideline)
It also supported assessment of the as-is process,
and design of the to-be process, enabler by enabler:
Human
Workflow Information Motivation & Policies and Facilities
Resources &
Design Systems Measurement Rules (or other)
Organization
15
Analyst
to
Synthesist Assess overall, or step-by-step if critical
Flow: Systems: Measures: HR: Rules: Facilities:
Is this step Is this step How is the Is this the right What rules Are the layout
placed at the supported by performance of role & skill set constrain or are & furnishings
right point in the right this step to do this step? enforced by optimal for this
the process? technology? measured? this step? step?
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“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013

9. Analyst
to
Synthesist 4) Identify requirements for each change
Assess suggested process improvements
§ describe suggested change, identify the issues addressed, and
describe expected benefits
§ one enabler at a time, identify factors (“characteristics”) that
will have to be in place for the suggestion to work
§ assess – do the characteristics collectively make sense?
§ when you're done, the new process is “characterized”
Suggestion Workflow Info. Motivation & Human Policies & Facilities Feasibility
Design Tech. Measurement Resources Rules (or other) & Notes
Customer Will the CSR or a System to CSRs paid more for Sales What will CSR’s CSRs may What will
Service Reps “closer” set up the present real- additional training? authority be for need more Customer
(CSRs) take on new service? time view of responsibilities? Displacement discounts, etc.? desk space reaction be?
sales Who follows up Customer’s Current measure is of current for product
responsibilities. with interested total business, “call time” – must sales reps? catalogs that
Customers not and change. aren’t online.
ready to commit? recommend Commission? What
alternatives. impact on
commissions for
current sales force?
17
Analyst
to
Synthesist
Example – identify requirements per process change (1/2)
Characteristic or improvement name
Forensic strategy (“applying science at the front end”)
Description
A Senior Scientist, typically the Case Manager, will meet with the Submitting Officer and develop a case strategy specifying which avenues of
investigation, which items, and which tests are most likely to yield the needed results in the least time, with the least effort. The goal is to do this
for as high a percentage of cases as possible.
This is the first decision point in another characteristic, multiple decision points.
Visually, this is the first stage in a funnel, in which the work being performed on a case is continually reduced as new facts arise.
Issues addressed
There is a tendency for the Customer (the police) to submit all possible items, and request all possible tests, or at least submit more items for
more tests than are necessary or justified. This is known as “forensicating” a case, and is ironically a primary cause of the delay and expense
that the customer is unhappy with.
Currently, Forensics accepts all items and performs all requested tests through to completion. In some cases, the suspect has become the
accused and then the defendant, and has been convicted and incarcerated, yet testing continues.
Anticipated outcomes / benefits
For the Customer – deliver a positive result in less time, at less cost.
For Forensics – free up resources by reducing submissions, and performing fewer tests on fewer items, thereby providing better throughput for
all cases.
In the future, Forensics will only perform those tests that will help, which will stand up in court because we can say “we chose these tests for
these reasons.”
On an ongoing basis the customer will become more aware of the avenues that are most effective.
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“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013

10. Analyst
to
Synthesist
Example – identify requirements per process change (2/2)
Enablers
Workflow Design Performers (“actors”), tasks, sequence, dependency
• Senior scientist “meets with” appropriate scientist, not necessarily in person
• Assessment and agreement and recording of requirement which is not contracted yet.
• The requirement must be made available to the Process Manager, who will assess it with respect to
current capacity.
• The Case Manager and Process Manager will then negotiate and refine the requirement. They will then
agree on “what and when” and commit capacity, which might involve another provider.
Information Technology Systems, automated support, data and Information, comm.
• Capture requirement
• Real-time view into work-in-progress and committed capacity (Forensics’ and subcontractors)
Motivation and Measurement, assessment, consequences
Measurement • The Process Manager will be measured on accurately estimating capacity and throughput.
• The Process Manager makes a commitment for Forensics, and will be measured on having done the
least to get the necessary result. (“lean consumption”)
Human Resources Recruitment, placement, education, roles, matching task to role
• New front-end role for scientists
• Process Manager role
• Provide service 24x7 will impact some staff.
• Recruitment, recognition, and reward are fundamental to making this work
Policies and Rules Internal: policies & guidelines. External: laws and regulations
• The overall submissions policy must be revised to reflect forensic strategy vs. “take it all.”
• Investigate legal consequences of forensic strategy.
• Mechanism to protect the individual scientist from pressure. (“Forensics, not the individual scientist” –
this is a corporate decision, not a personal decision)
• Scientists can't make commitment without the Process Manager.
• A 10 minute phone call and a 4 hour conference both constitute delivery of a service. A request to confer
with a Case Manager constitutes contract initiation.
Facilities and Equipment Physical accommodations, layout, equipment, furnishings
• Some place to meet – in person, teleconference, …
19
Analyst
to
Synthesist
There’s much more to it than Business Processes
Framework Layer Sample Technique
ü Project Charter – documents the
The university is embarking on an initiative called
Goals
Business “Strategic Enrollment,” which aims to raise student
rationale, objectives, scope, and
Objectives graduation rates by focusing on the recruitment and success measures for the project
admission of students…
Registrar’s
ü Workflow Model - shows the
Process
Print Student Attach Reg
Office Summary Form and
Business Report forward
sequence of steps carried out by
Processes Check Reg
the actors involved in the process
Department Form for Enroll
Advisor data Student
changes
When advisor enters five
characters of Last Name ü Use Case - describes how an actor
Then System lists matching Students
Presentation completes a process step by
Application
Services When advisor selects list item
Then System displays expanded Student interacting with a system to obtain
view
When advisor etc. a service
Enroll Student ü Service Specification - describes
Business Input Message:
Verify Student Status
Check Student pre-reqs Output Message:
a business service that is invoked
Services
Student Number
Course ID
Check Section availability
Create Enrollment
Result Code
in response to a specific event
Section ID
Course
Data Department
Instructor ü Data Model - depicts the things,
Data
Student Number
ID
Management Number enrolls in
offers
teaches Name and the facts about them, that the
Name Rating Code
GPA organization must maintain records
Services
Section
Dates
Times of
Locations
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“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013

11. Analyst
to
Synthesist Recap – four helpful techniques
1) Get up out of the details by
taking an end-to-end process perspective
2) Encourage support for change by
developing a Case For Action
3) Identify what needs to change by
assessing the current state in a holistic way by
inspecting six enablers
4) Identify requirements for each change by
considering the impact on each enabler
21
Analyst
to
Synthesist Contact information
§ Me: asharp@clariteq.com,
www.twitter.com/alecsharp
§ My company: www.clariteq.com
§ My book: Workflow Modeling, Second Edition
It’s a complete rewrite of the first edition
§ Data modelling blog: www.erwin.com/expert_blogs
§ www.bptrends.com: search on "Alec Sharp" for my columns
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“Business Analyst to Business Synthesist” – Alec Sharp – www.clariteq.com © Copyright Clariteq 2013