1Computing and Communications Services ● www.uoguelph.ca/ccs

Business Analysis and Process Re-engineeringGayleen Gray, Deputy CIO & Associate Director,

Computing and Communications Services, University of Guelph

With thanks to Nela Petkovic at Wilfred Laurier University

WHAT IS BUSINESS ANALYSIS

2CCS University of Guelph www.uoguelph.ca/ccs

BAs in Higher Ed

• Business Analysts are newer to Higher Ed IT

• Systems Analysts / Subject (Functional) Matter Experts worked on requirements

• Formal requirements gathering /validation

• No documentation or templates

• Current State (Business Processes) anecdotal

• Rationale for decision making mostly verbal/silo-ed

• Efficiencies could not be recognizedCCS University of Guelph

www.uoguelph.ca/ccs 3

Business Analysis at UofG

• BA methodology and community of practice– Based on IIBA (International Institute of Business

Analysis)– BABOK Guide (Business Analysis Body of

Knowledge)– Includes processes, templates, training materials

• Standardized approach for BA activities• Focus on current state to future state analysis• Business process re-engineering a core

requirement before new systems implemented

CCS University of Guelph www.uoguelph.ca/ccs 4

Our overview of in scope UofG BA activities

CCS University of Guelph www.uoguelph.ca/ccs 5

Defined BA activities

• Responsibilities vary:• Business Process documentation

• Requirements gathering

• Scope optimization

• Use case development, QA, test strategies, etc.

• Training, user support

• Documentation development

• Emphasis on communication

• Conduit between client community and developers

• New:– IT Reviews/Studies for units

CCS University of Guelph www.uoguelph.ca/ccs 6

Flavour of Engagements• Web Solutions projects – websites, AODA

web remediation

• Research information management implementation

• New Email system project

• Document Management and Workflow Process solution project

• IT Study/Review for various departments/units

• Applicant process for undergrads/gradsCCS University of Guelph

www.uoguelph.ca/ccs 7

BUSINESS PROCESS REENGINEERING

8CCS University of Guelph www.uoguelph.ca/ccs

CCS Key Principles

• Collaborative partnerships• Business priorities core to IT decisions• Solutions priorities:

– Use current services and systems where possible– Off the shelf before custom development– Hosted when it fits our security/privacy principles

CCS University of Guelph www.uoguelph.ca/ccs 9

The Business Unit’s Needs:

• Transparency/Auditability/Accountability in processes– Internally and externally – regulatory and funding agencies

• Cost reduction• Business efficiencies (ideal) through streamlined

business processes• Reduction in mundane tasks• Staff doing more meaningful work• Intuitive solutions that are easy to use • Help navigation the technology solutions landscape

10CCS University of Guelph www.uoguelph.ca/ccs

Business Unit’s Challenges:

• Change is hard!• Not sure what is involved, outcomes• Need to trust us to contribute to business planning

– Trust is based on past experiences, good or bad

• See us as ‘slow’ compared to just making their own decisions on technology – They don’t factor in requirements or solutions analysis– Just find a new flavour and GO!

• Investment in time and resources to undertake process re-engineering

CCS University of Guelph www.uoguelph.ca/ccs 11

What IT Brings to the table

• Broad view of the university • Variety of experiences• A different (perspective) set of eyes• Business analysis and project management skills• Other skill sets not available within a business unit

– User experience and design, AODA (legislative knowledge) – development experience/understanding– Formal Vendor Management– Software Specification experience

• Process Streamlining• Knowledge of the different technologies solutions

12CCS University of Guelph www.uoguelph.ca/ccs

What IT must do

• Based on Business Unit’s Challenges:• Win trust and build confidence

– Establish credibility– Engage the clients– Immediate problems fixed

• to provide small wins while larger needs are addressed

– Communicate– Embed staff/Joint teams with dedicated resources

• Creative funding models– Everyone has skin in the game

13CCS University of Guelph www.uoguelph.ca/ccs

More practical challenges

• Recruiting strong BAs• Consistency in analysis and process re-

engineering• Volume of needs – victims of success• Picking the right projects for success to start• Getting clients to invest in time to do it right• Getting our own teams to do it!

CCS University of Guelph www.uoguelph.ca/ccs 14

EXAMPLE OF A BUSINESS NEED

15CCS University of Guelph www.uoguelph.ca/ccs

UofG Example of a business need

• Graduate admissions process had a level of complexity and manual effort– Paper and manual process– targets to increase applications but couldn’t scale

manual processes – Improve experience with online service – no

phones, no mailing of applications or supporting documents

– Want a common process with ability to have unique features within campus departments

CCS University of Guelph www.uoguelph.ca/ccs 16

Business Process Analysis

• Use our BA framework to define the problem:• challenges, current state, future state, gap analysis,

• Defined 5 processes for handling applicants:• Application including supporting documents from

applicant• Referee Process• U of G workflow to make an offer• U of G workflow from offer through to acceptance• Communications between applicants, departments and

OGS during the processes identified aboveCCS University of Guelph

www.uoguelph.ca/ccs 17

Business Process Analysis

• Artefacts to define current to future state of processes:o Business requirements models (context diagram, data

requirements models, process flowcharts and/or swimlanes, RACI matrix)

o Business requirements list with priorities and acceptance criteria (defined by client)

o Integration requirements with other systems as neededo Recommended implementation options (solutions) with cost

estimateso Functional specification to guide the solution

implementation.

CCS University of Guelph www.uoguelph.ca/ccs 18

Re engineered workflow

Re-engineered communications

Successes

• Fully engaged client / business unit• They assigned SME full time who knew the grad

admissions processes • Client willing to take on new learning, e.g. creating

their own process flow diagrams• Executive support, championing and “selling” the

benefits to large group of stakeholders• Dedicated IT staff with BA skills and Admissions

experience • Involved CIO Communications area to design and

deliver complex project communications

22CCS University of Guelph www.uoguelph.ca/ccs

23Computing and Communications Services ● www.uoguelph.ca/ccs

THANK YOU!Discussion & QuestionsGayleen Gray, Deputy CIO & Associate Director,

Computing and Communications Services, University of Guelph

With thanks to Nela Petkovic at Wilfred Laurier University