The Role of the Business Analyst in Benefits
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Talk by Jayesh Patel, British Gas on the role of the business analyst in benefits. Thames Valley IIBA branch - 24th July 2012
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The Role of the Business Analyst in Benefits
- 1. The Business Analyst Role in Project Benefits Thames Valley IIBA Event Jayesh Patel Date : 24 July 2012 © British Gas Trading Limited 2011
- 2. Agenda • Introduction into Benefits • The Project • BA Role during Project Lifecycle • Project Challenge • BA Approach & Tools • BA in Release Planning • Q&A • Take Aways © British Gas Trading Limited 2011 Slide 2
- 3. Introduction into Benefits Definition of a Benefit: ... The measurable improvement resulting for an outcome that is perceived as an advantage by one of more stakeholders and which contributes towards one or more organisational objective(s) (PRINCE2). © British Gas Trading Limited 2011 Slide 3
- 4. Benefits – The Challenge • Some statistics….. • 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 (InfoWorld report) • Fewer than 12% of companies can accurately measure the business impact of their IT investments (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 (Mercer study) • 50% of CEOs and CFOs agreed with the statement “I do not feel my organisation is getting the most for its information systems investment” (Computerworld survey quoted in The Information Paradox) © British Gas Trading Limited 2011 Slide 4
- 5. Type of Benefits Tangible Intangible © British Gas Trading Limited 2011 Slide 5
- 6. Why do we do projects? “The role of IS is to deliver a capability to the business – the solution MUST enable the benefits to be delivered” (British Gas Head of IS Change Finance) © British Gas Trading Limited 2011 Slide 6
- 7. Typical Benefits Categories in Business Cases • Cost Reduction in Operating Costs • COGS (Cost of Goods Sold) • Revenue Growth • Margin Enhancement • Cost Avoidance in Operating Costs © British Gas Trading Limited 2011 Slide 7
- 8. Benefits and the Project Life Cycle Slide 8
- 9. How BAs can add value in relation to Benefits • The level of sophistication across the business in relation to benefits varies greatly • There needs to be increased emphasis to ensure that it is possible to measure what has changed between As Is and To Be >translate this into quantifiable financial benefit • Project costs are visible – benefits are more difficult to isolate and measure – this is a challenge for everyone • MI should not always be an afterthought – it is often required to be able to measure benefits • Business Analysts can play a key role in relation to business stakeholders and other IS stakeholders such as project managers © British Gas Trading Limited 2011 Slide 9
- 10. The Project Replacing current paper + manual entry quoting process with automated solution From… To… Quote captured by engineer in field and sent via email to customer and British Gas Office Paper based Quoting •Business Case Benefits: £6m over 4 years for British Gas Services businesses Field Back Office An increase in quotes generated by engineers System stability More consistency in quoting (increase in Revenue) Ease of telesales Real time Pricing update (ability to run campaigns) Facilitating new markets e.g. Solar, Electric Vehicles Paperless quoting Improved controls on margins © British Gas Trading Limited 2011 Slide 10
- 11. The Project (2) • Agile (SCRUM) software development • 42 Functional Requirements in High Level Requirements Specification at end of Shaping phase • Produced 5 Epics and 105 user stories – Create Quote – Progress Quote – Manage Packs – Housekeeping – Performance Tracking • End of Mobilisation phase ~166 user stories • During Build phase ~maximum 196 user stories © British Gas Trading Limited 2011 Slide 11
- 12. Agile (Scrum) Overview © British Gas Trading Limited 2011
- 13. Allocating User Stories to Sprints Product Backlog Sprint Backlog 1 User Stories further refined and prioritised 2 User Stories are selected during the current from the Product Backlog by Sprint to be ready 3 the Product Owner at the for the next Sprint Planning meeting Sprint(s) 4 5 6 © British Gas Trading Limited 2011
- 14. Prioritising Refinement of the Product Backlog Next Sprint Fine grained and Product Backlog detailed User Stories, ready to be used in a Sprint (Estimated at less Product Backlog Schedule than the Sprint duration) Medium sized There is limited requirements, value expending typically large User effort on stories Stories. (Could be a Release) scheduled for Sprint 9 when in Sprint 2 Course grained requirements, Epics. (Could be future releases) Last Sprint © British Gas Trading Limited 2011
- 15. Agile - Iterative Process Product Backlog Benefits Business Prioritisation £££ Analyst Business Value © British Gas Trading Limited 2011 Slide 15
- 16. Project User Stories Categorised User Stories into 8 Minimum Marketable Feature (MMF) sets to aid Release Planning: 1. Fast Quote 2. Complicated Quote 3. Create Quote in Office 4. Progress Accepted Quote 5. Progress Deferred Quote 6. Product Management 7. MI Reporting 8. System Configuration © British Gas Trading Limited 2011 Slide 16
- 17. BA Role during Project Lifecycle Idea Shaping Mobilise Build Implement • Define Options • Gather • Communicate • Clarify • Support Training • Define business requirements requirements requirements • Support needs & • Analyse • Elaborate • Prioritisation Implementation objectives requirements requirements of the Product of measures • Identify • Prioritise • Create Product Backlog • Support benefits Requirements Backlog • Manage Business • Define Measures • Ensure & Product Backlog Readiness • Mapping/tracing manage the • Assessment benefits to quality of Stories of business requirements and • Identification & value & impact objectives tracking of gaps, on project • Communicate synergies & • Requirements requirements dependencies Specification &Solution Design & Product Backlog Traceability • Support Change Requests • Support Testing Key Red Text = activities directly linked to benefits © British Gas Trading Limited 2011 Slide 17
- 18. Project Challenge Cost Time Quality © British Gas Trading Limited 2011 Slide 18
- 19. BA Approach & Tools • Utilised Product Owners to proportion benefits from Business Case into Minimum Marketable Feature (MMF) Set • Extracted Product Backlog from Mingle into MS Excel spreadsheet • Filtered User Stories by status, priority, business value and story points • Joint working with Solution Architect and Scrum Master to assess which MMF could be delivered in a Release taking into account technical constraints • Selected high business value User Stories that should be implemented for an MMF • Prioritisation of MMF into a Release and graphical representation (see subsequent slides) © British Gas Trading Limited 2011 Slide 19
- 20. Benefit Driven Requirements Minimum Marketable Feature Field (nn% of Office (nn% of Set business case) business case) £n.nn Million £n.nn Million Fast Quote 80% 0% Complicated Quote 20% 0% Create Quote in Office 0% 30% Progress Quote & Print Partner 0% 35% Product Management 0% 20% Operational Reporting 0% 10% Performance Tracking (MI) 0% 2% Housekeeping 0% 3% 100% 100% © British Gas Trading Limited 2011 Slide 20
- 21. Multiple Releases £3,500,000 £3,000,000 £2,500,000 £2,000,000 £1,500,000 Benefit £1,000,000 Cost Net Benefit £500,000 £0 -£500,000 -£1,000,000 -£1,500,000 Release 1 Release 2 Release 3 Time Slide 21
- 22. Single Release £6,000,000 £5,000,000 £4,000,000 £3,000,000 Benefit £2,000,000 Cost Net Benefit £1,000,000 £0 Release 1 Release 2 Release 3 -£1,000,000 -£2,000,000 Time Slide 22
- 23. Benefit delivered by Releases Slide 23
- 24. BA in Release Planning Earlier Release Challenge Prioritisation Benefits Management Realisation BA Enabler to help make decisions © British Gas Trading Limited 2011 Slide 24
- 25. Questions © British Gas Trading Limited 2011 Slide 25
- 26. Summary Introduction into Benefits The Project BA Role during Project Lifecycle Project Challenge BA Approach & Tools BA in Release Planning © British Gas Trading Limited 2011 Slide 26
- 27. Take Aways – As a BA you can do this! Business Analysts can become involved and add value at every stage of the life cycle by using their skills in • Identifying, defining and shaping benefits • Prioritising benefits • Mapping/tracing benefits to requirements and objectives • Prioritising and challenging of requirements • Defining measures and the information to support them • Gathering information • Championing benefit realisation • Influencing implementation • Documenting and reporting benefits realisation • Challenging and facilitating © British Gas Trading Limited 2011 Slide 27
- 28. Thank you Jayesh Patel Business Analyst British Gas jayesh.patel1@centrica.com © British Gas Trading Limited 2011
Notas del editor
- There are different definitions of a Benefit.Ask the Audience – “Can someone shout out what the definition of a benefit means to them?Thank you for your input.Here is one taken from PRINCE2.
- I thought it’s worth sharing with you some findings on Benefits. I won’t read through them, instead give you a few moments to read them yourselves. JP summarise key ones. Message “important that we pay closer attention to benefits and spend time analysing these!”
- There is a reason we are doing a project is to enable a change, therefore a benefit.If Organisations don’t change, they lose competitive advantage, market share, customer and no longer survive.If there is no benefit for the project then question WHY are we doing it??
- Shows Benefits identified before Software Development begins and continues past implementation. Phases are from British Gas Operating Model.
- 1st bullet = organisations are complicated and therefore benefits can vary from one part of the organisation to another.2nd bullet = starting point A to finishing point B, need to measure the change as quantifiable financial benefit.3rd bullet = don’t give up trying to identify and measure benefits4th bullet = most projects MI is left until the end or low priority, but without it how can we measure benefits. Important to consider it as the start of the project.5th bullet = as BA we interacts with everyone and can see holistic picture, understand both business and IS language.
- Project had signed-off business case and requirements, solution design before I started on it. Previously another BA had been involved from the start.
- Ask the Audience – “Can you I have a show of hands for those not familiar with Agile software development?OK, next slide with give overview of Agile.Talk about my involvement after Requirements Spec & Solution Design had been produced and Signed-off. Project getting ready to Mobile before start build.Me being the Proxy Product Owner and two other Product Owners (Subject Matter Experts)
- Talk through this slide as project team and difference to Waterfall.
- Explain this slide.
- Explain this slide.
- BA involvement in Iterative process during Mobilise and Build phases.
- As the BA I agreed with Scrum Master to split functionality into MMFs.At British Gas we use the software Tool “Mingle” which allow you to manage Agile Projects from creating the Product Backlog through to viewing productivity of the team during a Sprint.The User Stories were assigned to a particular MMF in software tool “Mingle”.
- Talk through this slide.
- Talk about CIO Cost Challenge across British Gas, ½ the cost and ½ the time with same quality.For many Organisations including British Gas continuing challenges in the economic environment, means we need to prove we are delivering maximum value for money. Gave us as project team a challenge and other project got canned as of a result.Prioritised requirements based on benefits = Valued Added ActivityTimescales – 5 days to prepare revised project to where Programme Manager to present back proposal to CIO.
- Next slide graphical representation of Release Planning and maximising return on Benefits
- This enables Benefits to be released earlier.Could functionality in Release 2 be delivered in Release 1 instead, technical constraints etc.
- Could stop project after Release 2 as maximum benefit delivered.
- The Role the BA can play in Release Planning
- Are there any questions?
- I would like to leave you with this key slide.