28 September, Conference and Exhibits Day 2
| 09:00-09:45 | KEYNOTE | Business Analysis and the Learning Organisation Emma Langman, Change Magician, Progression Partnership |
| 09:50-10:45 | Track 1 | Customer
Experience and Service Design Nick de Voil, Director, De Voil Consulting |
| Track 2 | Creative
Collaboration in Temporary Teams Alison Coward, Director, Bracket |
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| Track 3 | Providing
Metrics to Help Make the Project/Change Real Tony Mann, Director, Resource Strategic Change Facilitators |
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| Track 4 | Incorporating
Specialist Requirements in Agile Environments Danielle Downs, Product Owner, Totaljobs Group |
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| 10:45-11:15 | Networking Break & Exhibits | |
| 11:15-12:10 | Track 1 | How
can we Navigate the Human Elements of Change in Business? Patricia Kurjata, Director, Frontlook Solutions Ltd |
| Track 2 | Panel
- Why should BA’s be Creative and Innovative? Moderator: James Archer, Royal Borough of Kensington and Chelse Panellists: Steve Danby, OM Analyst, Prudential Clive Holtham, Professor of Information Management, Cass Business School George Sadler, Business Analysis Practice Manager, RWE npower Deborah Szebeko, Founder, thinkpublic |
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| Track 3 | Efficient BPMN.
Anti Patterns in Best Practice Edita Mileviciene, Product Manager, No Magic Europe |
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| Track 4 | Remote
Requirements - Really? Matt Andrews, Analyst Manager, The Royal Bank of Scotland Group Vicky Di Ciacca, Director/Consultant, Be Positive Analysis Solutions |
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| 12:10-13:30 | Lunch & Exhibits (including Sponsored Sessions & Qualification Clinics) | |
| 12:50-13:25 | Perspective Sessions | |
| 13:30-14:15 | KEYNOTE | The Impact of Social Networks on Business Euan Semple, euansemple.com |
| 14:20-15:15 | Track 1 | Business Change
Implementation Sue Tan, Chief Executive, Miragroup |
| Track 2 | Creative
Behaviour David Avis, Lead Business Analyst, Barclays Bank David Baskerville, Lead Business Analyst, Barclays Bank |
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| Track 3 | A Layered and Incremental Approach to Managing
Requirements Chris Moran, Principal Consultant, Karona Consulting Richard Johnston, Principal Consultant, Karona Consulting |
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| Track 4 | When
Methodology Becomes Madness, the Scary Side of Project Management Sarah Gait, Business Analyst, The National Assembly for Wales Frank Rae, Senior Business Analyst, The National Assembly for Wales |
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| 15:15-15:45 | Networking Break & Exhibits | |
| 15:45-16:40 | Track 1 | Achieving Payback: Managing the Benefits of Change Projects Graham Spicer, CEO, SolstonePlus & Commercial Director at UK Oracle User Group James Cadle, Director, Assist Knowledge Development Ltd |
| Track 2 | Innovation
Day at Intel Alan Gladman, Project Manage, Intel Corporatiom Joanne Payne, Business Analyst, Intel Corporation |
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| Track 3 | How to
Achieve Excellence as a BA Mentor (from a Mentees Perspective) |
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| Track 4 | How
NATS has developed a Business Investment Information Model to drive investment
in the UK's future Air Traffic Control System Stephen Pybus, Head Roadmap Development, NATS |
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| 16:40-17:10 | President’s Closing Keynote Address: Business Analysis – a Stepping Stone or a Career Choice? |
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KEYNOTE: Business Analysis and the Learning Organisation Emma Langman, Change Magician, Progression Partnership The last couple of years have been an incredibly tense time for most organisations - whatever their sector or size. The newspaper and TV headlines illustrate the large numbers of redundancies in business and the public sector. The voluntary sector is being asked to take up new work too.All of this means:
In this session, Emma will describe:
Emma will draw on a blend of research as well as hands on experience from board room to front line in the public and private sectors. |
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| FOUR CONFERENCE TRACKS | ||||||||||||||||
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Business Change | |||||||||||||||
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Innovation and Creativity | |||||||||||||||
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Tools and Techniques | |||||||||||||||
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Business Analysis in Practice | |||||||||||||||
| 09:50 - 10:45 CONCURRENT SESSIONS | ||||||||||||||||
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Customer
Experience and Service Design Nick de Voil, Director, De Voil Consulting In the “experience economy” organisations of all kinds are facing increasing pressure to be responsive to their customers and to provide a consistently first-class service. These needs can only be addressed by using a systematic approach to customer experience and service design. Business analysts need to be familiar with developments in these areas so that they can ensure they are involved early enough in the project lifecycle, and so that they can bring their existing skills to bear on the problem. We will discuss:
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Creative
Collaboration in Temporary Teams Alison Coward, Director, Bracket The pop-up team, where skilled individuals are brought together temporarily to deliver a project quickly, is becoming more commonplace within today’s organisations. With technology enabling more flexible and fluid communication, these teams may also be located across geographical and time boundaries, identifying the need for virtual working. Success of these temporary teams depends on a variety of factors – the ability to maximise on the skills and expertise of the team to generate innovative and creative ideas, the people and communication skills of everyone involved, and ensuring that ideas are taken through to delivery. This session will present some tools for facilitating effective and creative collaboration:
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Providing
Metrics to Help Make the Project/Change Real Tony Mann, Director, Resource Strategic Change Facilitators We are constantly being told that projects fail to deliver and that change is ineffective. Why is that? If we are aware that projects overrun, that change is hard, why do we not get better at it? Could it be that we don’t know what we are letting ourselves in for, or more to the point the organisation is totally unprepared for what it is about to receive! IF, if, we could somehow measure the complexity of the change and the ability of the organization to manage that change, maybe, just maybe it would help. In this session participants will explore a range of metrics that can help predict: complexity of the project/change, readiness for change, resistance to change, challenge to the ethos of the organization and the corporate leadership style required to lead the change. If you would like to complete one of the metrics prior to the conference, you will receive a 'profile' that you can refer to. You should have in mind, when completing the questionnaire, a specific organisation and time (e.g. at the start of a specific project, or the organisation at the time of the merger). The questionnaire will be made available to interested delegates two weeks before the event. |
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Incorporating
Specialist Requirements in Agile Environments Danielle Downs, Product Owner, Totaljobs Group How do Business Analysts reconcile niche subject matter experts’ desire for the “optimal” product first time with an Agile iterative delivery model? To answer this question, this session will address the common problem of engaging with designers, user experience and other specialists in an Agile environment, where the inclusion of “bells and whistles” not directly aligned with a project’s main objective are (perceived to be) frowned upon. The session will cover:
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Integrating specialists within development teams |
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| 11:15 - 12:10 CONCURRENT SESSIONS | ||||||||||||||||
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How
can we Navigate the Human Elements of Change in Business? Business change impacts people differently. Business analysts need to know how to turn threat into opportunity for each individual and group, to smooth the change for the business as a whole. This interactive presentation will explore how to handle the challenge of change up and down the organisation, avoiding resistance, by:
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Panel
- Why should BA’s be Creative and Innovative? The strategic importance of creativity and innovation continues to gain recognition, significance and importance both worldwide and in the UK. This panel will draw together leading practitioners and thought leaders from Business, Business Analysis and Design. The session will take a ‘Question Time’ format and will examine the challenges facing BA’s to meet the demand for more creative solutions. James Archer will host one of the liveliest sessions of the conference. |
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Efficient BPMN.
Anti Patterns in Best Practice BPMN is already acknowledged as a de facto standard for business process modeling. However, it still takes a long journey to raise the maturity of business process modeling practice. Business modelers make a lot of mistakes and their BPMN models are often too complex and difficult to understand, analyze and maintain. In this session, we will review and analyze common BPMN anti-patterns that were collected during 5 years of consultancy in financial, insurance, telecommunication, software, and education domains. For each presented anti-pattern, we will identify the best practice that has been violated and demonstrate how to refactor process diagram. The session will provide essential advice for business analysts on how to make their business process diagrams structured, readable, and maintainable. This information is still missing in currently available BPMN literature, which focuses on explaining the notation and does not provide sufficient insight into practical applications. |
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Remote
Requirements - Really? Joint presentation by RBS and Be Positive on the challenges associated with producing analysis deliverables (in particular requirements) by analysts who are not located in the same country as the business or the project management team. The presentation will include a case study. Key Points:
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Perspective Sessions
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KEYNOTE: The Impact of Social Networks on Business Euan Semple, euansemple.com There is about to be a fundamental shift in the way we do business. Driven by online social networking tools such as YouTube, Facebook and Twitter, how we communicate with stakeholders and staff is changing forever. Euan Semple will examine what these changes mean for people in business, how they represent a new wave of exciting opportunities for 21st century organisations and what lies in store for managers and the role they will play in the future of business. |
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| 14:20 - 15:15 CONCURRENT SESSIONS | ||||||||||||||||
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Business Change
Implementation Sue Tan, Chief Executive, Miragroup Managing people through change starts the moment the need for change is identified. Implementation is the final test that resistance and cultural issues have been addressed throughout the Change Lifecycle. People make change happen; not systems or processes. Failure to engage the people will make the best systems and processes fail. But engaging a change weary workforce to commit to something that traditionally will fail to improve their lot is difficult. Directing, instructing, demanding and bullying are not tactics that win a workforce. Trust, commitment, listening and respecting the workforce ultimately engages and wins their much needed support. Key messages:
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Creative
Behaviour David Avis, Lead Business Analyst, Barclays Bank David Baskerville, Lead Business Analyst, Barclays Bank We are constantly challenged, both organisationally and as BA's, to be more creative. The perennial question is ’what do we have to do to become more creative?'. We firmly believe that creativity is accessible to everyone and that innovative solutions stem from tapping into this way of working. This practical, fast paced session, is designed to share a number of different proven techniques that will help to bring creativity into the Business Analysis life-cycle.
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A Layered and Incremental Approach to Managing
Requirements Chris Moran, Principal Consultant, Karona Consulting Richard Johnston, Principal Consultant, Karona Consulting A traditional approach to requirements analysis has a number of shortcomings because amongst other things, it assumes that:
More “agile” approaches on the other hand struggle because creating business and systems designs incrementally demands a sophisticated understanding of requirement dependencies and coping with changes to requirements is highly disruptive. In this session we will show how you can express your requirements though business and system models, which allows you to:
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When
Methodology Becomes Madness, the Scary Side of Project Management Sarah Gait, Business Analyst, The National Assembly for Wales Frank Rae, Senior Business Analyst, The National Assembly for Wales PRINCE2 and MSP are hailed as the all-knowing Gods of the project world and yet they fail to address the fundamental issue of what the project is aiming to deliver and why. With so little, if any, focus on the deliverables and the quality of the deliverables a very real problem evolves for the BA. As the project focuses on ticking the boxes how can the BA force the issue of quality in the face of the methodological mantras? This session aims to address the complete absence of Business Analysis in PRINCE2 and MSP methodology. Why is there this gap? What are the repercussions? What can BAs do to overcome it? And what can the IIBA as an organisation do to win this arguement? |
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| 15:45 - 16:40 CONCURRENT SESSIONS | ||||||||||||||||
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Achieving Payback: Managing the Benefits of Change Projects That change is a constant is a mantra within business today but does that change always achieve what it promises? And does anyone bother to find out? This session presents a framework for planning the key enabling changes that will lead to the achievement of business benefits and shows how a constant focus on benefits must be an inherent feature in the way such projects are planned and managed. Effective organisational change is change that delivers real business value. UK Oracle User Group (UKOUG) has recently undergone huge changes to the way the organisation is structured and governed. During this presentation we will share our story of how we drove organisational change using a strong benefit focused approach and how we dealt with the human aspects of the change to instigate a shift from a delivery culture to a value culture to ensure the business case benefits were successfully realised. |
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Innovation
Day at Intel Alan Gladman, Project Manage, Intel Corporation Joanne Payne, Business Analyst, Intel Corporation Intel IT held their first Innovation Day in 2010 where the team spent the whole day solving a business challenge using innovative techniques. The concept was ‘to do something today, something bold, and get past any fear of failure’, it certainly worked and the event was a great success! After the day the team assessed what worked well and what could be improved. By focusing the whole team for a whole day on one problem we managed to design a solution that would otherwise have taken months. Within 7 weeks of the innovation day we had a pilot in customer testing. Hear how the following were addressed: Problem, Solution, Impact & Next Steps We will continue to share what we have learned with a wider audience to ensure that as many teams as possible can benefit from our Innovation Day concept for solving business challenges. |
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How to
Achieve Excellence as a BA Mentor (from a Mentees Perspective) Alex Papworth, Business Analyst Mentor, President, IIBA® UK Chapter and Financial Services Authority This session will explain what it means to be a mentor and the characteristics of a successful mentor. This has been learnt through 2 years of mentoring both virtually and face to face through the online mentoring service www.businessanalystmentor.com. You will learn how Alex discovered what a mentor could be and should be and how it relates to teaching and coaching.
This session would suit anyone who would like to start to provide mentoring either as a business or within their organisation. |
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How
NATS has developed a Business Investment Information Model to drive investment
in the UK's future Air Traffic Control System Stephen Pybus, Head Roadmap Development, NATS NATS is part way through a major capital investment programme to transform the way Air Traffic Services are delivered. The effective use of business information is essential to provide assurance that the right investments are being progressed to deliver customer benefits. NATS has recently developed an Business Investment Information Model that brings together the various aspects of investment information by fusing various applications: SAP for all financial information; DOORS for requirements capture and control; MooD to provide the Enterprise Architecture capability; and internally developed applications to present the outcomes into a ‘Single Point of Access’. This session will set out:
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President’s Closing Keynote Address: Forward looking organisations are recognising the value of business analysis in ensuring they invest wisely and efficiently. This is being reflected by investment in developing and growing their business analyst capability. Alex will share a few stories to illustrate how business analysis is no longer being viewed as a stepping stone but a genuine career choice. |
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