The Business Analysis Framework™ A Simple and Dynamic System for Analysing Change “Changing the way organizations change.” Agile 2012 © International Institute of Business Analysis 2 © International Institute of Business Analysis Shane Hastie • 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 © International Institute of Business Analysis 5 The Change Framework • 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 TM • a controlled transformation of an organization 8 © International Institute of Business Analysis Context TM • the part of the environment which encompasses the change 9 © International Institute of Business Analysis Stakeholder TM • a group or individual with a relationship to the change or the solution 10 © International Institute of Business Analysis Need TM • a problem, opportunity or constraint which motivates a stakeholder to act 11 © International Institute of Business Analysis Solution TM • a specific way of satisfying a need in a context 12 © International Institute of Business Analysis Value TM • 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 14 © International Institute of Business Analysis Predictive • Look for new phenomena . How can the 21 connections in the framework be • Fulfilled? • Broken? 15 © International Institute of Business Analysis Falsifiable • Evidence can prove a theory is wrong, if... changes are found that do not fit . ‘special cases’ are needed . new assumptions keep appearing 16 © International Institute of Business Analysis All Models Are Wrong. All Models Are Wrong. Some are useful. This one looks useful. © International Institute of Business Analysis 17 Medium View TM Questions Comments Discussion © International Institute of Business A n a l y s i s 18 Contact Us Community.IIBA.org | IIBA.org | [email protected] . Shane Hastie . [email protected] . General . Information . Julian Sammy . [email protected] . [email protected] . 19 © International Institute of Business Analysis .