1. 1 Computing and Communications Services ● www.uoguelph.ca/ccswww.uoguelph.ca/ccs Business Analysis and Process Re-engineering Gayleen Gray, Deputy CIO & Associate Director, Computing and Communications Services, University of Guelph With thanks to Nela Petkovic at Wilfred Laurier University

2. WHAT IS BUSINESS ANALYSIS 2 CCS University of Guelph www.uoguelph.ca/ccs

3. 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 recognized CCS University of Guelph www.uoguelph.ca/ccs 3

4. 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

5. Our overview of in scope UofG BA activities CCS University of Guelph www.uoguelph.ca/ccs 5

6. 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

7. 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/grads CCS University of Guelph www.uoguelph.ca/ccs 7

8. BUSINESS PROCESS REENGINEERING 8 CCS University of Guelph www.uoguelph.ca/ccs

9. 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

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

11. 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

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

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

14. 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

15. EXAMPLE OF A BUSINESS NEED 15 CCS University of Guelph www.uoguelph.ca/ccs

16. 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

17. 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 above CCS University of Guelph www.uoguelph.ca/ccs 17

18. 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 needed o Recommended implementation options (solutions) with cost estimates o Functional specification to guide the solution implementation. CCS University of Guelph www.uoguelph.ca/ccs 18

20. Re engineered workflow

21. Re-engineered communications

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

23. 23 Computing and Communications Services ● www.uoguelph.ca/ccswww.uoguelph.ca/ccs THANK YOU! Discussion & Questions Gayleen Gray, Deputy CIO & Associate Director, Computing and Communications Services, University of Guelph With thanks to Nela Petkovic at Wilfred Laurier University