1. User Support & Project Management Peer Groups Present: Business Analysts in Law Firms Kathrine Cain Snr. Business Intelligence Analyst at Winston & Strawn LLP Sharon Massey Applications and DB Manager at Perkins Coie LLP Honora Wade Business Analyst at Perkins Coie LLP

2. Agenda  Project Management Evolution in Law Firms  Project Manager  Business Analyst Connections  Business Analyst Role within Law Firms  Tools of the BA Trade  Path to Success as a BA

3. PM Evolution in Law Firms  Growth within organizations in the legal vertical: –98% reported practicing project management 2008– up 15% since 2006 –51% have dedicated PMs on staff –41% include a formal Project Management Office/Team  Project Management Impact: –Effectively manage expectations –Increase efficiency of resource allocation –Align projects more closely with business goals –Reduce errors and user issues  Project-related tasks often performed by Trainers: –60% reported being responsible for new application testing –32% of respondents worked on configuring applications –30% reported assisting with defining work flows and business processes

4. PM Evolution in Law Firms  Common roles within project management teams: –Project Manager (90%) –PMO / Team Manager or Supervisor (55%) –Project Coordinator / Admin Support (42%) –Business Analyst (20%)  Definition of a BUSINESS ANALYST: A business analyst works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies and information systems

5. Project Managers  Business Analysts Disconnected = Disaster

6. Project Managers  Business Analysts Connected = Success Initiation Planning Execution Closing Business Analyst Project Manager Gather requirements Translate needs into requirements Assign resources and deliverables Define technical specifications Manage schedules, tasks and communications Document final product and lessons learned Confirm deliverables met business needs and identify what’s next… Advocate on behalf of business during development process

7. Project Managers  Business Analysts Connected = Success Business Analyst Project Manager Gather requirements Receive initial request from Sponsor to publish pitch materials on intranet Translate needs into requirements Replace spreadsheets with web-based tracking and publishing tool Assign resources and deliverables Secure developer and define schedule Define technical specifications Document work flow and specific data to be captured and managed Manage schedules, tasks and communications Coordinate status meetings and keep all team members well informed Document final product and lessons learned Deliver closing documentation Confirm deliverables met business needs and identify what’s next… Circle back with business Advocate on behalf of business during development process Work with developers to refine solution as business needs become more clear Initiation Planning Execution Closing

8. Business Analyst Role in Law Firms  Tools of the "change trade"  Focus on problem identification and resolution  Balance act between: –AS IS and TO BE –Process Control and Liaison Stakeholders Business Analyst Business Analyst Project Manager Project Manager Communication & Process Control Subject Matter Experts/ Process Owners Translation, Liaison, Validation

9. Business Analyst Role in Law Firms Adapting to the Law Firm Environment:  Streamlined Processes vs Sustainability –Key challenge: Addressing variability in the practice of law without sacrificing overall process improvements  Level of Detail required for Change –Key challenge: Defining the AS IS and DESIRED STATE required for change when the critical success factor for most users is maximizing billable hours  Assessing your Audiences Appetite for Change –Key challenge: Recognizing and balancing the differences between long time partners with established work patterns and younger lawyers who grew up with and expect a higher level of connectivity and automation  Partnering with Project Managers & Business Owners –Key challenge: Both disciplines are likely new to a firm, or the project management piece does not exist. With a project manager the BA fills both roles.

10. Business Analyst Role in Law Firms The Biggest Leap…Scope Flexibility  In law firms, there is a much greater necessity for some flexibility in scope.  However, changes must be conscious and deliberate. The BA can be an important element in successfully accomplishing that. Centralized or Distributed Resources  If centralized, how do you ensure they really know their customers and workflow?  If distributed, how do you ensure consistent methodology across all BA/PMs?  The difference between day-to-day operations and analyzing for long- term change

11. Business Analyst Role in Law Firms Value Added by BAs…Understanding the Problem to be Solved  What is the business need? –Business Requirements ="WHAT" and "WHY"  Only then... solution assessment –Technical Specifications = "HOW" –Functional expectations = "HOW" –Process and change impacts  Requirements Need Clear Objectives –SSpecific –MMeasurable –AAttainable –RRealistic –TTime-framed

12. Tools of the BA Trade  Characteristics of Excellent Requirements: –Complete –Correct –Unambiguous –Verifiable –Necessary –Feasible –Prioritized

13. Tools of the BA Trade  Examining the Business Need –Entity Relationship Diagram –Use Case Diagram and/or Description –Workflow/Process Map ANSI flowchart Swim Lane  Assessing Solution Options –Scoring Matrix –Proof of Concept  Delivering Results –Test Scripts –Pilot planning –Advocacy for business stakeholders

14. Tools of the BA Trade Example: ANSI Diagram

15. Tools of the BA Trade  Example: Swim Lane Process Map  Resource: Flowchart Shape Guide (http://www.rff.com/flowchart_shapes.htm)http://www.rff.com/flowchart_shapes.htm

16. Tools of the BA Trade  Scoring Matrix: Criteria Evaluation

17. Tools of the BA Trad  Scoring Matrix: Vendor Score Sheets

18. Tools of the BA Trade  Scoring Matrix: Comparison Worksheet

19. Path to Success as a BA  Variety of Backgrounds: –Training / User Support Manager –SQL Database Manager –Financial Analyst –“Traditional” Business Analyst

20. Path to Success as a BA Professional Business Analyst Certification:  Benefits to the firm: –Consistent analysis and clear project requirements –Understanding of and advocacy for the business/stakeholder in the project –Clear deliverables documenting the decision process  Benefits to the individual: –Formalizing certain skill sets (e.g., defining requirements) –Classes were a mix of people from various industries – exposure to processes outside the legal vertical –Professional development is a *good* thing  Certification Resources –International Institute of Business Analysis (www.theiiba.org)www.theiiba.org –B2T Training (www.b2ttraining.com)www.b2ttraining.com

21. Thank you. Kathrine Cain kecain@winston.com kecain@winston.com Sharon Massey sharonmassey@perkinscoie.com sharonmassey@perkinscoie.com Honora Wade hwade@perkinscoie.com hwade@perkinscoie.com