The Business Analysis Framework™ a Simple and Dynamic System for Analysing Change “Changing the Way Organizations Change.”

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The Business Analysis Framework™ A Simple and Dynamic System for Analysing Change “Changing the way organizations change.”

Agile 2012

• Role Biography

3 © International Institute of Business Analysis Julian Sammy Enterprise Business Analyst Julian’s passion for the intersection of technology, behaviour and information has driven his work on a science-based theory and approach to business analysis, described in his popular, informative and provocative seminars, such as The Dangerous Question and Gold From Garbage: Harnessing Human Irrationality. Julian has experience in many BA roles, including Business Analyst, Chief Architect, Strategist, and Manager of a BA Centre of Competency. He is now in a dream role: Enterprise Business Analyst for IIBA. He is also a regular contributor to the BA Connection Newsletter, has written over 30 Quick Tips for Better Business Analysis, and is a member of the BABOK® Guide v3 Core Team.

4 © International Institute of Business Analysis Inspiration

• A theory of business analysis . Simple . Explains . Predicts . Falsifiable

6 © International Institute of Business Analysis Simple TM

• previously complex ideas become easy

7 © International Institute of Business Analysis Change

• a controlled transformation of an organization

8 © International Institute of Business Analysis Context

• the part of the environment which encompasses the change

9 © International Institute of Business Analysis Stakeholder

• a group or individual with a relationship to the change or the solution

10 © International Institute of Business Analysis Need

• a problem, opportunity or constraint which motivates a stakeholder to act

11 © International Institute of Business Analysis Solution

• a specific way of satisfying a need in a context

12 © International Institute of Business Analysis Value

• the purpose and benefits of a change for a stakeholder in a context

13 © International Institute of Business Analysis Explanatory

• Resolve longstanding conflicts

• Clarify understanding . solution vs. need . requirement vs. design

• Look for new phenomena . How can the 21 connections in the framework be • Fulfilled? • Broken?

• Evidence can prove a theory is wrong, if... . changes are found that do not fit . ‘special cases’ are needed . new assumptions keep appearing

All Models Are Wrong.

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