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#BAWI2022_08_Corazziari_Francesca_-_Ignoring_Stakeholders.pdf

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#BAWI2022_08_Corazziari_Francesca_-_Ignoring_Stakeholders.pdf

  1. 1. BAWI 2022 - Back to the Babok Ignoring Stakeholders Ignoring Stakeholders Speaker Speaker Francesca Corazziari IIBA-CBAP®, IIBA-CBDA®, IIBA-ECBA® Francesca Corazziari IIBA-CBAP®, IIBA-CBDA®, IIBA-ECBA®
  2. 2. Agenda • Who is the Speaker • What happened • What should have happened • Conclusions • Q&A • Who is the Speaker • What happened • What should have happened • Conclusions • Q&A
  3. 3. My name is Francesca Corazziari and I am a Business Analyst at Engineering Ingegneria Informatica SpA. I have obtained the IIBA-ECBA®, IIBA-CBDA® and IIBA-CBAP® certifications. After several years of activity in telecommunications companies (TIM, Telecom), from 2010 to 2017 I carried out activities in public institutions (ENPALS, INPS, INAIL); I am currently involved in projects for the Local Public Administration (Regione Lazio). In my spare time, I dedicate myself to music and diving, I follow rugby with passion, I dance Argentine tango and cuddle my three cats. My name is Francesca Corazziari and I am a Business Analyst at Engineering Ingegneria Informatica SpA. I have obtained the IIBA-ECBA®, IIBA-CBDA® and IIBA-CBAP® certifications. After several years of activity in telecommunications companies (TIM, Telecom), from 2010 to 2017 I carried out activities in public institutions (ENPALS, INPS, INAIL); I am currently involved in projects for the Local Public Administration (Regione Lazio). In my spare time, I dedicate myself to music and diving, I follow rugby with passion, I dance Argentine tango and cuddle my three cats. linkedin.com/in/francesca-corazziari linkedin.com/in/francesca-corazziari Who is the speaker Who is the speaker
  4. 4. Shortly after the NEWAPP application goes in production, group B users experience inconvenience in using it, which they consider does not meet their expectations and needs, as does the OLDAPP application which they have always used and which are therefore extremely reluctant to give up. Shortly after the NEWAPP application goes in production, group B users experience inconvenience in using it, which they consider does not meet their expectations and needs, as does the OLDAPP application which they have always used and which are therefore extremely reluctant to give up. The new NEWAPP application will be used by two groups of users, group A and group B, who broadly share needs and operating methods. The new NEWAPP application will be used by two groups of users, group A and group B, who broadly share needs and operating methods. The company XYZ, in joint venture with the company JKL, must create a strategic application for a public authority, using a sw product created and maintained by JKL. The company XYZ, in joint venture with the company JKL, must create a strategic application for a public authority, using a sw product created and maintained by JKL. The situation quickly takes on hostile tones and is resolved only by allowing users of group B to continue using their OLDAPP application, embedded within the NEWAPP application. The situation quickly takes on hostile tones and is resolved only by allowing users of group B to continue using their OLDAPP application, embedded within the NEWAPP application. What happened What happened The JKL company, which also wants to use the sw product for other customers, is reluctant to make extreme customizations and pushes to level as much as possible the methods of use of the application for both groups of users. The JKL company, which also wants to use the sw product for other customers, is reluctant to make extreme customizations and pushes to level as much as possible the methods of use of the application for both groups of users. To meet the needs of end users, the product must be customized, in compliance with specific regulations. To meet the needs of end users, the product must be customized, in compliance with specific regulations.
  5. 5. • Identification of ALL the stakeholders involved in the initiative as well as their respective roles and attitudes; • Identification of ALL the stakeholders involved in the initiative as well as their respective roles and attitudes; What should have happened (Lessons learned) What should have happened (Lessons learned) • Stakeholder List • Stakeholder Matrix • RACI Matrix • Organizational Modelling • Risk Analysis and Management • Stakeholder List • Stakeholder Matrix • RACI Matrix • Organizational Modelling • Risk Analysis and Management • Governance Approach • Governance Approach 3.2 Plan Stakeholder Engagement • Analysis of the risks deriving from the attitude of the stakeholders, not only of the user group B (reluctant users) but also of the company JKL (uncooperative partner); • Analysis of the risks deriving from the attitude of the stakeholders, not only of the user group B (reluctant users) but also of the company JKL (uncooperative partner); • Clear and shared definition of validation and authorization processes; • Clear and shared definition of validation and authorization processes; 3.3 Plan Business Analysis Governance
  6. 6. • In-depth analysis of domain and specific operating methods of user group B, with constant and intense involvement of the users themselves; • In-depth analysis of domain and specific operating methods of user group B, with constant and intense involvement of the users themselves; • Glossario • Process Modelling • Business Rules Analysis • Observation • Focus Group • Interview • Review • Glossario • Process Modelling • Business Rules Analysis • Observation • Focus Group • Interview • Review • Stakeholder Engagement • Stakeholder Engagement • Constant monitoring of stakeholder engagement and attitudes. • Constant monitoring of stakeholder engagement and attitudes. 4.4 Communicate Business Analysis Information 4.1 Prepare for Elicitation 4.2 Conduct Elicitation 4.3 Confirm Elicitation Results What should have happened (Lessons learned) What should have happened (Lessons learned) 4.5 Manage Stakeholder Collaboration • Format of Comunication • Group collaboration • E-mail or other non-verbal methods • Format of Comunication • Group collaboration • E-mail or other non-verbal methods
  7. 7. What should have happened (Lessons learned) What should have happened (Lessons learned) Organizational Modelling Organizational Modelling RACI Matrix RACI Matrix Stakeholder Matrix Stakeholder Matrix Risk Analysis and Management Risk Analysis and Management Stakeholder Engagement Approach Stakeholder Engagement Approach Governance Approach Governance Approach Stakeholder List Stakeholder List
  8. 8. What should have happened (Lessons learned) What should have happened (Lessons learned) Stakeholder Engagement Approach Stakeholder Engagement Approach Governance Approach Governance Approach Glossario Glossario Process Modelling Process Modelling Business Rules Analysis Business Rules Analysis Observation Observation Focus Group Focus Group Interview Interview Review Review Stakeholder Engagement Stakeholder Engagement
  9. 9. Analytical Thinking and Problem Solving Analytical Thinking and Problem Solving What should have happened (Lessons learned) What should have happened (Lessons learned) Behavioural Characteristics Behavioural Characteristics Conceptual Thinking Business Knowledge Business Knowledge System Thinking Industry Knowledge Organization Knowledge Solution Knowledge Learning Ethics Trustworthiness Interaction Skills Interaction Skills Communication Skills Communication Skills Leadership and Influencing Listening Negotiation and Conflict Resolution
  10. 10. • In the end, the BABOK is not an unapproachable tome, a nightmare for all aspiring BAs, but it proves to be a source of useful -if not vital- suggestions, a real "toolbox" available to the Business Analyst; • In the end, the BABOK is not an unapproachable tome, a nightmare for all aspiring BAs, but it proves to be a source of useful -if not vital- suggestions, a real "toolbox" available to the Business Analyst; Conclusions Conclusions • The division into Knowledge Areas and related tasks allows for extreme flexibility, allowing the BA to build the path that best suits the real situation. • The division into Knowledge Areas and related tasks allows for extreme flexibility, allowing the BA to build the path that best suits the real situation.
  11. 11. Thank you for your attention! Thank you for your attention! A & Q
  12. 12. About International Institute of Business Analysis International Institute of Business Analysis™ (IIBA®) is a professional association dedicated to supporting lifetime learning opportunities for business and professional success. Through a global network, IIBA connects with over 29,000 Members and more than 300 Corporate Members and 120 Chapters. As the recognized voice of the business analysis community, IIBA supports the recognition of the profession and discipline and works to maintain the global standard for the practice and certifications. For more information visit iiba.org

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