Knowledge & Practices Survey
Assess: key elements from
the Assess Phase include:
• Helping clients to understand and benchmark their current levels of PM performance (and to set realistic and achievable improvement targets).
• Identifying the barriers that might impede or slow down improvements in performance and/or impact negatively on any learning program.
• Developing solutions that provide tangible evidence of success in the classroom and the workplace
Overview Document
ESI International
1st Floor, Informa House, 30-32 Mortimer Street, London, W1W 7RE, UK T:+44 (0)20 7017 7100 E:[email protected] W:www.esi-intl.co.uk
BUSINESS ANALYSIS
Survey Description
The purpose of this easy to administer Web-based survey is to generate data on a client’s current Business Analysis (BA) working practices, and related BA performance, across the full requirements lifecycle. The survey, which is IIBA-aligned, is designed to measure:
• The BA practices that currently exist.
• The extent to which those practices are being deployed and used consistently by the groups being surveyed. • How that current deployment relates to their knowledge of “best practice” in the same areas.
Analysis of the survey data provides evidence of good, consistent practice, and also highlights areas where further investigation, or specific interventions, may be required to improve practices and elevate performance.
What the Practice questions assess
In Section 3 (Current Practices), people are asked to respond to a series of questions according to a 5 (Always) to 1 (Never) rating scale. The questions in each Practice Area explore current behaviours across the dimensions of:
• Process compliance.
• The use of recognised tools, techniques and strategies. • “People” focus (principally around communication).
Personal Profile
Client-specific data that is used as the basis for comparative analysis of the individual survey results, e.g. by job role, by years of experience, by location, by department, etc.
Knowledge Survey (25 questions)
Assesses knowledge of Business Analysis best practices across the full requirements lifecycle.
Current Practices (30 questions)
Reports on the existence and use of recognized BA practices, and associated behaviors, in the workplace.
Organizational Factors (12 questions) Provides data on the organizational factors that may enhance or impede BA performance. The factors include Personal Empowerment and Management / Workplace Support.
BABOK Knowledge Areas Investigated
The BABOK Knowledge Areas directly assessed for knowledge and evidence of current practice are:
4 5 6
Enterprise Analysis Requirements Analysis
Solution Assessment & Validation
1 2 2
Planning & Monitoring Elicitation
Requirements Management
Sample Outputs For Current Practices
Figure 1 shows the combined Practice ratings by BABoK Knowledge area. Figure 2 compares the Enterprise Analysis ratings (by individual practice/behaviour) for the following job roles: Business Analysts, Senior Business Analysts and those holding a PM and BA role.
Combined Practice Ratings against the Mean
0%
Planning
& Monitoring Elicitation Management & CommsRequirements EnterpriseAnalysis RequirementsAnalysis Solution Assessment& Validation
10% 20% 30% 40% 50% 60% 58.13% 67.20% 58.67% 53.33% 65.60% 49.58% 70% 80% 90% 100%
Current Practice of Enterprise Analysis
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00
Business Analyst Senior Business Analyst Combined PM/BA Overall Practice Mean
Practice Mean
Figure 1: Combined Practice Ratings for Groups Surveyed
Figure 2: Comparison of Enterprise Analysis Practices by Role
Enterprise Analysis is conducted by the organisation’s operations,
processes. Information, people, assets, and IT
infrastructure can be modified to support a change
to the business strategy.
3.50 2.80
1.83
Enterprise Analysis is conducted collaboratively
with business and IT within the organisation.
4.00
2.40 2.17
Core competancies of the organisation are well understood and documented to help identify any skill and knowledge gaps that
need to be addressed to support business change within the organisation.
3.50
2.20 2.87
Customer value analysis is conducted by the organisation to help identify what customers
value most about the products and services offered by the
organisation and is used proactively to influence the
business strategy
3.25 3.00
1.83
Individuals involved with the Enterprise Analysis
activities, including the development of business
cases, also perform business analysis
activities for the projects
3.00 2.80
2.33
Survey Description
The purpose of this easy to administer Web-based survey is to generate data on a client’s current Business Analysis (BA) working practices, and related BA performance, across the full requirements lifecycle. The survey, which is IIBA-aligned, is designed to measure:
• The BA practices that currently exist.
• The extent to which those practices are being deployed and used consistently by the groups being surveyed. • How that current deployment relates to their knowledge of “best practice” in the same areas.
Analysis of the survey data provides evidence of good, consistent practice, and also highlights areas where further investigation, or specific interventions, may be required to improve practices and elevate performance.
What the Practice questions assess
In Section 3 (Current Practices), people are asked to respond to a series of questions according to a 5 (Always) to 1 (Never) rating scale. The questions in each Practice Area explore current behaviors across the dimensions of:
• Process compliance.
• The use of recogni
z
ed tools, techniques and strategies. • “People” focus (principally around communication).Personal Profile
Client-specific data that is used as the basis for comparative analysis of the individual survey results, e.g. by job role, by years of experience, by location, by department, etc.
Knowledge Survey (25 questions)
Assesses knowledge of Business Analysis best practices across the full requirements lifecycle.
Current Practices (30 questions)
Reports on the existence and use of recognised BA practices, and associated behaviours, in the workplace.
Organisational Factors (12 questions) Provides data on the organisational factors that may enhance or impede BA performance. The factors include Personal Empowerment and Management / Workplace Support.
BABOK Knowledge Areas Investigated
The BABOK Knowledge Areas directly assessed for knowledge and evidence of current practice are:
4 5 6
Enterprise Analysis Requirements Analysis
Solution Assessment & Validation
1 2 2
Planning & Monitoring Elicitation
Requirements Management
Sample Outputs For Current Practices
Figure 1 shows the combined Practice ratings by BABoK Knowledge area. Figure 2 compares the Enterprise Analysis ratings (by individual practice/behavior) for the following job roles: Business Analysts, Senior Business Analysts and those holding a PM and BA role.
Combined Practice Ratings against the Mean
0%
Planning
& Monitoring Elicitation Management & CommsRequirements EnterpriseAnalysis RequirementsAnalysis Solution Assessment& Validation
10% 20% 30% 40% 50% 60% 58.13% 67.20% 58.67% 53.33% 65.60% 49.58% 70% 80% 90% 100%
Current Practice of Enterprise Analysis
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00
Business Analyst Senior Business Analyst Combined PM/BA Overall Practice Mean
Practice Mean
Figure 1: Combined Practice Ratings for Groups Surveyed
Figure 2: Comparison of Enterprise Analysis Practices by Role
Enterprise Analysis is conducted by the organization’s operations,
processes. Information, people, assets, and IT infrastructure can be modified to support a change
to the business strategy.
3.50 2.80
1.83
Enterprise Analysis is conducted collaboratively
with business and IT within the organization.
4.00
2.40 2.17
Core competancies of the organization are well understood and documented to help identify any skill and knowledge gaps that
need to be addressed to support business change within the organization.
3.50
2.20 2.87
Customer value analysis is conducted by the organization to help identify what customers value most about the products and services offered by the
organization and is used proactively to influence the
business strategy
3.25 3.00
1.83
Individuals involved with the Enterprise Analysis
activities, including the development of business
cases, also perform business analysis
activities for the projects
3.00 2.80
2.33
Figure 5: Gap Between the Knowledge Rating, the Practice Rating for the Areas & Staff Surveyed
Correlating the Results Data
It is when the different sets of results data are assessed and analysed side by side that the survey can offer real insights into the CURRENT STATE of Business Analysis within the client organisation, and thereby offer guidance on potential learning needs, or related interventions, that will assist the client in improving the practical effectiveness of its BA capability and the proficiency and competence of its BA-related staff.
Sample Outputs From Knowledge Assessments
Figure 3 shows the combined Knowledge ratings by BABoK Knowledge area.
Figure 4 compares the Knowledge ratings for Business Analysts, Senior Business Analysts and those holding a combined PM and BA role.
Figure 3: Combined Knowledge Ratings for Groups Surveyed
Figure 4: Comparison of Knowledge Ratings by Role
Knowledge Ratings against the Mean
0%
Planning
& Monitoring Elicitation Management & CommsRequirements EnterpriseAnalysis RequirementsAnalysis Solution Assessment& Validation
Planning
& Monitoring Elicitation RequirementsManagement & Comms
Enterprise
Analysis RequirementsAnalysis AssessmentSolution & Validation Mean 10% 20% 30% 40% 50% 60% 34.36% 37.50% 35.94% 46.88% 46.88% 40.63% 70% 80% 90% 100% Knowledge
Mean Knowledge Practice
Gap Between Knowledge and Practice
0%
Planning
& Monitoring Elicitation Management & CommsRequirements EnterpriseAnalysis RequirementsAnalysis Solution Assessment& Validation
10% 20% 30% 40% 50% 60% 58.13% 48.44% 67.20% 58.67% 53.33% 65.60% 49.33% 70% 80% 90% 100% 48.44% 34.38% 26.56% 38.75% 34.38%
Knowledge Comparisons By - Job Role
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Business Analysts Senior Business Analysts Combined PM/BA Role Overall Group Mean
30.00 60.00 16.67 50.00 45.00 20.88 55.00 40.00 16.67 40.00 65.00 37.50 50.00 65.00 29.17 35.00 60.00 29.17 43.33 55.83 25.00
When Practice exceeds Knowledge - as is the case in Figure 5 - there is a strong likelihood that people are working in different ways to achieve their results - and therefore potentially inconsistently and non-optimally - and with no common understanding of what (by industry standards) represents best and most efficient practice.
This information drives further specific analysis of the survey data in particular Practice Areas. The outcomes of this secondary analysis provide both the substance and the substantiation of the findings and recommendations reported back to the client. Note: When Knowledge exceeds Practice, this may indicate that there are organisational barriers or related workplace factors that are currently preventing staff from deploying and exploiting the full extent of their knowledge of best (optimal) practice. (They know what they COULD and SHOULD be doing but something is preventing them)
Figure 5: Gap Between the Knowledge Rating, the Practice Rating for the Areas & Staff Surveyed
Correlating the Results Data
It is when the different sets of results data are assessed and analy
z
ed side by side that the survey can offer real insights into the CURRENT STATE of Business Analysis within the client organization, and thereby offer guidance on potential learning needs, or related interventions, that will assist the client in improving the practical effectiveness of its BA capability and the proficiency and competence of its BA-related staff.Sample Outputs From Knowledge Assessments
Figure 3 shows the combined Knowledge ratings by BABoK Knowledge area.
Figure 4 compares the Knowledge ratings for Business Analysis, Senior Business Analysts and those holding a combined PM and BA role.
Figure 3: Combined Knowledge Ratings for Groups Surveyed
Figure 4: Comparison of Knowledge Ratings by Role
Knowledge Ratings against the Mean
0%
Planning
& Monitoring Elicitation Management & CommsRequirements EnterpriseAnalysis RequirementsAnalysis Solution Assessment& Validation
Planning
& Monitoring Elicitation RequirementsManagement & Comms
Enterprise
Analysis RequirementsAnalysis AssessmentSolution & Validation Mean 10% 20% 30% 40% 50% 60% 34.36% 37.50% 35.94% 46.88% 46.88% 40.63% 70% 80% 90% 100% Knowledge
Mean Knowledge Practice
Gap Between Knowledge and Practice
0%
Planning
& Monitoring Elicitation Management & CommsRequirements EnterpriseAnalysis RequirementsAnalysis Solution Assessment& Validation
10% 20% 30% 40% 50% 60% 58.13% 48.44% 67.20% 58.67% 53.33% 65.60% 49.33% 70% 80% 90% 100% 48.44% 34.38% 26.56% 38.75% 34.38%
Knowledge Comparisons By - Job Role
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Business Analysts Senior Business Analysts Combined PM/BA Role Overall Group Mean
30.00 60.00 16.67 50.00 45.00 20.88 55.00 40.00 16.67 40.00 65.00 37.50 50.00 65.00 29.17 35.00 60.00 29.17 43.33 55.83 25.00
When Practice exceeds Knowledge - as is the case in Figure 5 - there is a strong likelihood that people are working in different ways to achieve their results - and therefore potentially inconsistently and non-optimally - and with no common understanding of what (by industry standards) represents best and most efficient practice.
This information drives further specific analysis of the survey data in particular Practice Areas. The outcomes of this secondary analysis provide both the substance and the substantiation of the findings and recommendations reported back to the client. Note: When Knowledge exceeds Practice, this may indicate that there are organizational barriers or related workplace factors that are currently preventing staff from deploying and exploiting the full extent of their knowledge of best (optimal) practice. (They know what they COULD and SHOULD be doing but something is preventing them)
Knowledge & Practices Survey
Assess: key elements from
the Assess Phase include:
• Helping clients to understand and benchmark their current levels of PM performance (and to set realistic and achievable improvement targets).
• Identifying the barriers that might impede or slow down improvements in performance and/or impact negatively on any learning programme.
• Developing solutions that provide tangible evidence of success in the classroom and the workplace
Overview Document
ESI International
901 North Glebe Road Suite 200
Arlington, VA 22203
T:+1 (877) 766-3337
W:www.esi-intl.com/consulting
