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Journey to Create a High Performance Business Analysis Function

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Journey to Create a High Performance Business Analysis Function

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Journey to Create a High Performance Business Analysis Function

  1. 1. Place your chosen image here. The four corners must just cover the arrow tips. For covers, the three pictures should be the same size and in a straight line. Journey to Create a High Performance Business Analysis Function Craig Rollason UK Business Analysis Manager November 2015
  2. 2. Agenda  Overview  About National Grid  Our Practice Journey  Lessons Learned  The Future 2
  3. 3. The BA challenge at National Grid 3 Energy Industry Drivers IT Industry Drivers
  4. 4. About the BA Team  7 UK business portfolios  26 Internal / 20 3rd party  “BA Support Team”  Awards & Recognition  BCS BA of the Year 2013/14, 14/15, finalist 15/16  BCS Best Place to work in IT finalist 2015/16  BCS IT Manager the year finalist 2014/15  “Close to world class” employee engagement  Interviewed on engage for success radio.  Chairman’s Award - Fathers @ Work & Inc. and Diversity 4
  5. 5. Change Drivers  “Raise the bar for high performance”  Create a high performance practice  Practice as a Single entity  Build Knowledge  Multi sourcing  Sustainable  …and save money doing it 5
  6. 6. BA Vision 6 For the UK Business Analysis (BA) team to be known internally and externally as a high performance BA practice providing insight, experience, and innovation in the way we work and what we deliver.
  7. 7. Story of building the practice  Consult industry best practice  Management sign on  Communicate  Develop your team  Continuous improvement 7
  8. 8. Team Organisation (March 2013) 8 For Against Continuity of resources Local interpretation (resourcing, standards) Depth of knowledge Breadth of knowledge Geography Development opportunities Full booked to projects – limited improvement time
  9. 9. Team Organisation - Options 9 Option Description Model 1 (as-is) Portfolio Lead 2 Enhanced Portfolio 3 Matrix Structure 4 Critical and Non-Critical
  10. 10. Matrix Design & Principles 10 Resourcing Lead 1:1s, professional development, Challenging perspectives Best Practice & Standards Lead Community feel
  11. 11. Performance Management of Practice  “Performance Hub” content  Safety  Feedback – business engagement & work quality  Resource Utilisation  Practice feedback  3C’s – concern, cause, correction  Resource SLAs  Efficiency Tracker  Team Barometer 11 Providing control & visibility of overall BA performance to senior management
  12. 12.  Diversity of Role & Skills  Service Catalogue  Alignment of resources & development BA Services & Resourcing  Q. What does a BA do? 12
  13. 13. Performance Management of Individuals  Company Framework  Rating Assessment (Weighting)  Safety compliance  Contribution to team, function or wider company (20%)  Work performance feedback (80%)  Monitored on the performance hub 13Business Engagement Quality of Work
  14. 14. Engaging Individuals  Individual Level  1:1  Resource Support  Best Practice Support  Team Level  Weekly call – rotating leadership  Team event – “ASK”  BA Community of Practice  Book Club – BA Lead Role  Mentoring & Topic Leads 14
  15. 15. Sustaining Engagement New Ways to Learn 15 • Build a tower using spaghetti, string with a marshmellow on top – 18 mins • www.marshmellowchallenge.com • Agile Principles • Team work • Fun
  16. 16. Lessons Learned 1. Management support remains #1 2. Continue selling the value, keep on the radar 3. Right people in the team (& keep them engaged) 4. Keep aligned with the company agenda 5. Don’t be precious about the model 6. Time - Marathon not a sprint 16
  17. 17. The Future?  Resourcing becomes a ‘one-stop shop’ across multiple disciplines  BA team recognised for wider value – not just IT  Develop our Community of Practice to include non-IS and non- National Grid BA’s  IIBA creates an award called ‘BA Team of the year’ and NG wins! 17

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