1. My Career Portfolio
Loni Smith
Business/System Analyst
3006 South 9th Street
Milwaukee, WI 53215
414-793-8955
Email: Loni.Smith.Jobsearch@gmail.com
LinkedIn: https://www.linkedin.com/in/lonismith
6/8/2015 1

2. Table of Contents
Personal Section................................................................................3
Statement of Authenticity…………………………..……..…...... 3
My Career Mission Statement…...…………………..…..…….. 4
My Elevator Speech………………………………..………..…....4
Professional Section……………………………………….…….…..…..5
My Resume ………………………………………………..……....5
References…………………………………………….…………...6
Letter of Recommendation …………..…………………………..7
My Career Goals………………………………………….….....…8
Project Samples………………………………………………….…….….9
Sample Business Case…………………………………………...9
Sample Business Process Charter……………...……………..11
Data Integration Diagram………………………………………..13
Business Analyst Process Checklist…………………………...14
Development Work Flow Spreadsheet…………………...……15
UAT Process Job Aid………………………………………...….16
2

3. Statement of Authenticity
All of the documents found within this portfolio have been written
and designed by either Loni Smith or by her within a group setting.
Some work may be the property of the company whose name is
stated on the document. Permission has been granted for use
within this project as a demonstration of my skills and talent.
No document contained within this portfolio shall be copied
or used without first obtaining prior written approval.
6/8/2015 3

4. My Career Mission Statement
To make the most of my potential and discover new horizons in the
field of business/ system analysis. To utilize my perfect blend of
almost 8 years active experience and creativity, those enable me to
perform in the best possible way for many years.
6/8/2015 4
My Elevator Speech
The one statement that describes what I can do for a business.
I can measure and understand an organization's ambiguous and
complex data so they can make concise decisions for the business.

5. 5
LONI M. SMITH
3006 South 9th Street  Milwaukee, WI  (414) 793-8955  loni.smith.jobsearch@gmail.com
TARGETING DATA/BUSINESS ANALYST POSITION
SKILLS SUMMARY
 Offering 7+ years as a Business/Data Analyst combined with solid capabilities in statistical analysis, gathering business and technical
requirements and extensive exposure to global cross-cultural practices.
 Experience in project management best practices, processes, & methodologies
 Ability to collaborate with peers in both, business, and technical areas, excellent communicator focused on customer service.
TECHNOLOGY SUMMARY
Databases: Oracle, SQL, Access, DB2, SAS/SSIS
Languages: Visual Basic, T-SQL, HTML, CSS, C++, Java
Software: SAP, SQL Server, Visual Studio, Oracle Reports, Cognos BI, SharePoint, Crystal Reports, MS Excel, Project, Toad
IT EXPERIENCE
Associated Bank- Genesis 10 Milwaukee, WI
Data/Business Analyst (June 2014 to December 2014
 Collecting and analyzing raw data from complex financial source data. Drawing conclusions & developing recommendations advising on
the suitability of methodologies and suggesting improvements.
 Writing T-SQL scripts to manipulate data for data loads and extracts.
 Work with business to prioritize new business initiatives across different line of business.
 Ensure compliance, in accordance with OCC and regulatory standards and policies.
GE Healthcare-Genesis 10 Milwaukee, WI
Data/Business Analyst (January 2014 to June 2014)
 Identify and acquire new data sources to migrate data to GE Ecommerce site.
 Integrate and publish data to appropriate Ecommerce sites and monitor the published data for usage/ quality and feedback.
 Work with business to prioritize identify and solve data quality issues data initiatives across GE business and site functions.
 Create and maintain master business metadata for published sources to ensure that it is easily discoverable for users.
 Ensure compliance, in accordance with GE or regulatory standards and policies; and optimize relations with regulators by addressing any
issues.
Harley Davidson- 1st NW Inc. Milwaukee, WI
Data Steward (June 2013 to June 2014)
 Support the design, development, enhancement and maintenance of HD dealer locator application.
 Manipulate, cleanse and process data using Excel, Access and SQL.
 Using SAP to extract, transform & load source data from legacy systems.
 Partner with business line and key stakeholder as a liaison with Web Development to identify and solve data quality.
 Ensure compliance, in accordance with Foreign Trade Commodity Codes.
 Maintained and exceeded expectations for data governance auditing.
SC Johnson- Adecco Technical Racine, WI
Data Analyst- Project Coordinator (January 2008 to June 2013)
 Provide daily schedule validation to ensure production critical processes are executed.
 Handled technical troubleshooting within an enterprise environment, including system crashes, data recoveries, and security privilege.
 Engaged and handled priority 1 network, VPN, security and system issues, monitoring over 3000 network devices in 55 countries, with
responsibility for the timely documentation, and escalation.
 Provided continuous SAP system monitoring of over 5,200 jobs, system support and system event preparation. Provided help desk and
print service support during off hours.
 Developed and revised departmental procedure manuals to assist staffs in all aspects of operations.
 Exceeded issue-resolution targets and achieved exemplary feedback on participation in system critical upgrade.
 Handled technical/mission-critical calls daily, resulted in reduced need for escalation and consistently met high service standards.
Education
 Milwaukee Area Technical College
Associate of Applied Science- Computer Programming. (2008)
 University of Wisconsin – Milwaukee
Bachelor of Science and Technology (Current)
Reference available upon request

6. 6
SMITH, LONI
3006 South 9th Street
Milwaukee, WI 53215
414-793-8955
lonimsmith@gmail.com
https://www.linkedin.com/in/lonismith
John Petras
Lead System Designer
GE Healthcare
3114 N. Grandview Blvd.
Waukesha, WI 53188
262-364-7484 | johnopetras@gmail.com
Relationship
Colleague at GE Healthcare
Phil Chmielewski
IT Professor
MATC
Greater Milwaukee Area
Milwaukee, WI
(414) 571-4500 | chmielep@matc.edu]
Relationship
Instructor/ Advisor at Milwaukee Area Technical
College
Lisa Lemley
Senior Project Manager at Trissential
Associated Bank
330 E Kilbourn Avenue
Milwaukee, Wi 53209
Relationship
Colleague at Associated Bank
References

7. My Career Goals
Goal #1 – Broaden my Skills by Using New Techniques
Goal #2 – Work in a New Domain
Goal #3 – Work in a New Methodology
Goal #4 – Improve my BA Process
Goal #6 – Mentor Other Bas
Goal #7 – Share my BA Knowledge
Goal #8 – Take on Non-BA Responsibilities
Goal #9 – Take On More Senior BA Responsibilities
Goal #10 – Get Involved-Volunteer
6/8/2015 7

8. 8
Project Samples
Executive Summary
This business case recommends purchasing the LiveLink upgrade that will save $793,500 in labor costs over three
years enterprise wide.
Process and data improvements resulting from the advanced storage capabilities, search engine, and ability to
integrate with I-Connect portal should increase productivity throughout Sprint Nextel Inc. For example, based on
preliminary time studies, the productivity of the HR staff members may increase by up to 4 hours per year as part of the
Self-Serve push across the enterprise (1000 HR employees @ average labor rate of $36/hr.)
The LiveLink upgrade to v.5.7 will cost $173,500 initially and an additional $25,000 annually; it will replace the current
version of LiveLink that current runs the Wisdom and Parity portals, as well as allowing for internal and external access.
The dual copies of LiveLink currently being utilized for internal and external access originally cost $140,000 each and
currently have maintenance fees of $35,000 each annually and will no longer be necessary.
The return on investment (ROI) over three years is 139.6%. The payback period is .56 years.
Alternatives
The business case team examined the three leading storage software products with similar capabilities. Two of them
were eliminated from consideration because they cost from $240,000 to $560,000 over three years. Both products
deliver the same benefits as LiveLink, but would require significant file conversion and migration. Because the products
scale well, they are viable at Sprint Nextel, but would result in additional costs and a delayed timeline.
Benefits
The LiveLink upgrade will provide all the capabilities and benefits of Sprint Nextel’s current file storage product.
The LiveLink upgrade will increase productivity within the enterprise by approximately 4 hours per employee, for a total
labor cost savings of $264,333.
The LiveLink upgrade will provide additional functionality for searchability, integration with the I-Connect portal,
compatibility with PeopleSoft, as well as replacing our internal and external versions of the current LiveLink product.
Costs
LiveLink upgrade purchase price: Electro Workflow purchase price: $173,000
Installation fee: part of $173,000 purchase price
Annual maintenance fee: $75,000
Estimated life cycle: Five years
Financial Analysis
Return on Investment (three years)
Sample Business Case

9. 9
Project Samples
Return on Investment (ROI): 139.6%
Net present value (NPV): $123,530
Internal rate of return (IRR): 68%
Payback period: .56 years
Assumptions
The volume of stored files will remain the same or increase over the next three years.
Significant changes will not occur in the way most stored files are accessed, distributed, used, and updated.
Project Description
When the business case is approved, the IT department will schedule installation of the LiveLink upgrade over a
weekend.
LiveLink, in conjunction with our IT testers, will perform all testing work during the weekend installation.
LiveLink trainers will work with the Sprint University trainers to develop the necessary online training that can be
delivered in one-hour session.
Implementation Plan
The LiveLink upgrade will be installed over the weekend of June 24-25, 2015.
Sprint University representatives will be trained from 9-12 am on June 20, 2015.
Recommendations
This business case recommends purchase of the LiveLink upgrade on June 23, 2015, and installation over the
weekend of June 24-25, 2015.
The $75,000 annual maintenance fee for the internal and external versions are due July 1, 2015. To avoid
renewing the maintenances agreement, Sprint Nextel should install the LiveLink upgrade no later than June 24-
25, 2015. If necessary, Sprint Nextel can install the LiveLink upgrade over another weekend in June 2015.
This schedule will enable Sprint Nextel to realize the project's net present value of $123,530 by July 1, 2015.
Costs Year 0 Year 1 Year 2 Year 3
Purchase Price (173,000)
Annual Maint Fee (75,000) (75,000) (75,000)
Subtotal (173,000) 75,000) (75,000) (75,000)
Savings Year 0 Year 1 Year 2 Year 3
Retirement of 2 Versions 70,000 70,000 70,000 0
Labor (productivity) 264,333 264,333 264,333 264,333
Subtotal 334,333 334,333 334,333 264,333
CASH FLOW 161,333 259,333 259,333 189,333
Sample Business Case Cont.

10. 10
Project Samples
Business Analysis Process Charter
LOGO Here
Page: 1 of 2
Published Date: <insert date>
Version 1.0
Document
Owner:
Loni Smith
Status: Draft
Business Analysis Process Charter
Process Description: Business Analysis is the set of tasks and techniques used to define requirements, goals,
and objectives to ensure alignment with business strategy and the capabilities of the solution being delivered.
The key activities of the process include:
Planning
 Define business analysis approach and plan
 Identify key stakeholders
Elicitation
 Create elicitation plan
 Conduct elicitation activities
 Document and confirm elicitation results
Enterprise Analysis
 Define/refine business need
 Assess capability gaps
 Determine solution approach (at a high level people and process)
 Define/refine solution scope
 Define/refine business case
Requirements Analysis
 Prioritize requirements
 Organize requirements
 Specify and model requirements
 Verify requirements
Requirements Management and Communication
 Prepare requirements package
 Communicate requirements
 Manage requirements traceability
 Manage solution scope and requirements
 Maintain requirements for re-use
COBIT Mapping: AI1 - Identify Automated Solutions
Industry Framework: Business Analysis Body of Knowledge (BABOK)

11. 11
Project Samples
Business Analysis Process Charter Cont.
Process Interdependencies: In order for this process to be successful, the following processes must be
leveraged. Inputs are what the process needs from others, outputs are what the process has to deliver.
Process Inputs to Business
Analysis
Outputs from
Business Analysis
Comments
Strategic Planning  Strategies
 Goals
 Objectives
 Business Case
  For alignment of business cases
to corporate strategies.
Enterprise Architecture  Idea Assessment
 Architecture
Approach
 Business Case
 
Information Security  Security
Standards
 
Project Management  Project Charter  BA Approach
and Plan
 Business Case
 Business Analysis is responsible
for requirements included in or
referenced by Project Charter.
System Design &
Development
 Architecture
Approach
 Requirements 
Quality Assurance  Requirements
related defects
 Requirements 
Process Goals: The main goals of this process include:
1. Identify and engage the appropriate stakeholders to ensure a high rate of solution acceptance.
2. Facilitate definition and communication of business problems and opportunities at a level appropriate for
sound decision making.
3. Provide accurate and understandable requirements to aid in the development or selection of information
technology solutions and services.
4. Provide accurate and understandable requirements to aid Quality Assurance in the validation of solutions
and services.
5. Ensure that solutions are based on and aligned to actual business needs and expected business value.
Process Scope/Applicability:
The business analysis process focuses on project level business needs and solutions for all work within the SDLC
scope.
Key Participants/Stakeholders:
 Process Owner:
 Process Stakeholders:
o Governance – Process Governance, Business Analysis Community of Practice
o Execution – Business Analyst role (including others acting as BA)
o Informational – IT Associates, Business Sponsors, Business Stakeholders
Process Metrics/Key Performance Indicators:
 % of overall defects attributed to missed requirements (escaped requirements)
Revision History
Version Date Author Comments
1.0 4/22/2014 Loni Smith Initial draft prepared for
review with key process
owner stakeholders

12. 12
Project Samples
Data Integration Diagram.
Receive Incident
Ticket
Determine
Problem Type
Queue Incident
DATA INTEGRATIONQUEUE PROCESS
Report
Question/
Problem
Triaged
Assigned To
Resource Named
In Incident Ticket
Assign To Day Time
ETL Resource in
Service Manager
Mainframe
Report
Yes
End Process
Yes
(1)Forward Ticket
(2)Archive Notice
EDW Report
(1)Forward Ticket
to Data
Governance
Group for Triage
YesYes
DataGovernance
to:
(1)Create
Problem Ticket
(2) JIRA Item
(3)Close Incident
NoNo
Priority 1
Notify Resource
Yes
Receive SLA
Warning
Forward email to
ticket owner
Is Ticket Still
Open In SM
Archive the notice
(1) Clone to
Problem Ticket
(Attach all history
and documents
(2)Create JIRA
(3) Reference all
three in Incident
ticket, Problem
ticket, and JIRA
PROD created
(4) Close Incident
Ticket
ETL Dev Triage
Request
Definition:
ETL-Extract,
Transform, Load
Yes
Yes
No
No

13. 13
Project Samples
Business Analyst Process Checklist
BA Process Checklist
Step (Complete)
1 Analyze Request
a. Read Statement of Work to Determine Scope
b. Initial Research and Analysis
c. Prep for Sponsor/Requestor Interview
2 Sponsor Interview - Discovery Session
a. Sponsor/Requestor Interview(s) - - Confirm understanding of
Request
3 Create Documentation
a. Choose template (based on size of effort)
b. Name and Save to Sharepoint-Label as "Draft"
c. Create Scope Statement
(Larger Projects may require separate Scope and Project
Documentation)
4 Planning and Management - Create BA Schedule of Activities
a. Determine Business Resources Required
b. Determine IT Resources Required
(Who is available is a factor in next step)
c. Determine Number of Discovery Sessions (Requirements
Interviews - Business and Technical) Required to
Complete Documentation.
d. Create Estimate of Work
e. Schedule Discovery Sessions and Walk Through for Approval
i. Include Agenda with Topic(s) in the Meeting Request
*** Note: Team Project Scope ("Right Sizing") Discussions Should
Be Taking Place At This Time.
Other IT Roles should also be creating an estimate and
schedule based on Scope at this point.
5 Conduct Discovery Sessions
a. Distribute preparation documents in a timely fashion
b. Determine need for additional Sessions and schedule when
required
6 Complete Specifications Documentation
a. Record meetings and updates in History Section when a larger
project
*** Note: Steps 5 and 6 take place simultaneously
7 Conduct Walk Through for Approval
a. Distribute Spec Doc prior to Walk Through and request review
prior to meeting
b. Post Walk Through Meeting -Update document if changes are
required
c. Send written request with document attached to designated
"Approver(s)"
d. File Approval email
e. Change "Draft" to "Approved"
8 Close JIRA assignment when tracking through that system
9 Support Project Team - Questions, Testing (Including UAT), etc.
10 Participate in Post Project Review

14. 14
Project Samples
Development Workflow
1 2 3 4 5 6 7 8 9 10 11 12
Description
Action
Newdefectis
logged.
Project
Manager
plans work
effort.
TheCasehas
beenassigned
BAPractice
Owner plans
BAeffort.
BAdevelops
business
requirements.
Owner plans
DEVwork
effort.
QAResource
completes Test
Plans. and
thesehave
beenapproved
Developer
CodeReview
Developer Completes Unit
Testing
QATesting
starts
QATesting
completes
Defectrepair
is promoted
toProduction
TheCaseis closed
Action
Steps
Caseis
assignedtoa
WorkGroup
anda
Release. BA
Sub-taskis
created.
Casestatus is
setto
"Scheduling
Needed".
BAPractice
Owner
reviews the
listofCasess
withthe
status of
"Scheduling
Needed"and
plans theBA
effort.
BAPractice
Owner
assigns sub-
tasktoa BA
resource.
Parentand
sub-task
status areset
to"In-
progress".
BAdevelops &
completes
business
requirements.
BAsets BASub-
taskstatus to
"Complete".
BAcreates
DEVandQA
TestPlan
Owner
assigns Case
toa l Dev
resourceand
QAresource.
QAResource
completes Test
Plans and
approval
Developer
creates a
CodeReview
Sub-task.
Assigns Code
ReviewSub-
taskto Dev
Practice
Owner.
Developer successfully
completes testingin
IntegrationEvironmentand
theCodeReview is
complete
.QAresource
executes test
plans.
QAresource
completes test
plans and
accepts
results.
Thedefect
passed
testingandis
readytobe
deployedto
production
Peer Review
Meetingand
promotedto
Production.
Thedefectrepair has
beenpromotedto
Production
successfully. The
JIRAticketstatus is
setto"Closed".
Initiation
Planning
BusinessRequirements Development QualityAssurance Release/Close

15. 15
Project Samples
UAT Process Job Aid
What is UAT?
User acceptance testing (UAT) is the process of verifying that a solution works for the user. A Business User impacted by the change should
perform this testing. Tests performed should be in line with what would occur in real life scenarios. It is not system testing (ensuring
software does not crash and meets documented requirements), but rather is there to ensure that the solution will work for the user. It is one
of the final stages of a project occurring before the business accepts the new system or functionality.
Roles and Responsibilities
Project Manager
 Determine within project plan when UAT is to occur
 Ensure necessary resources are allocated to UAT effort
 Coordinate timing of code deployment to appropriate environment for UAT, as needed
 Obtain go-live approval
Business Analyst
 Lead UAT effort
 Preparation of UAT Test Plan, including assistance with identifying test scenarios and performing requirements
 Triage UAT defect management
 Answer support questions regarding requirements/functionality
Quality Assurance Analyst
 Support UAT Test Plan creation; part of review and signoff
 Validation of defect resolution
Business User
 Contributes to the UAT Test Plan creation by providing the UAT High Level Test Scenarios
 Executes UAT tests
 Logs issues within defect management tool
UAT Process
1. The project manager shall identify the timing with which UAT is to occur. Ideally, it should occur after QA has performed
system testing and code has been deployed to the environment where UAT is to occur.
2. The project team determines who from the business shall be performing UAT.
3. The BA prepares the "UAT Test Plan" in collaboration with the UAT tester(s).
4. The BA reviews and obtains approval of the UAT Test Plan from the UAT Lead, Lead Business Analyst
5. BA makes sure the end user is ready to use the software, by checking that the required resources along with relevant
tools and trainings are delivered. This includes the necessary arrangements have been made for user security for all roles
to be tested.
6. BA publishes the UAT plan to the engaged resources.
7. BA coordinates UAT test sessions.
8. UAT testers execute UAT tests.
9. UAT testers will utilize ticketing system to log questions related to functionality, defects or issues.
10. BA triages defects and routes appropriately.
11. BA should from time to time confirm from the testers that the solution fulfills the business needs as anticipated by user
and update the feedback to related stakeholders.
12. BA notifies PM when UAT testing is complete.
13. PM obtains UAT go-live approval.