Future of ba iiba slides

THE FUTURE OF BUSINESS
ANALYSIS
LIVE WEBINAR – 26TH AUGUST 2021

© 2021 The Capital Markets Company. Capco Confidential. All rights reserved. 2
THE FUTURE OF BUSINESS ANALYSIS – WEBINAR PRESENTERS
TODAY‘S SPEAKERS
Sarah O’Callaghan
Managing Principal
UK Digital Chief of Staff
E: sarah.ocallaghan@capco.com
Olga Karantanou
Consultant
Digital
E: olga.karantanou@capco.com
Jonny Mowlem
Senior Consultant
Digital
E:jonathan.mowlem@capco.com

© 2021 The Capital Markets Company. Capco Confidential. All rights reserved.
240
HEADCOUNT
Our Scotland Clients
Capco has seen strong, sustained growth over the last
four and a half years, attracting a talented workforce
based in Edinburgh dedicated to Scotland delivery.
120
80 130 140
Capco Scotland adapts to suit our
Client’s ever-changing and
continually expanding needs, as they
seek to make improvements and
meet Regulatory demands.
We have recently seen increased
demand for our capabilities in Digital,
Business Change, Data & Technology
Solutions and Regulation.
28%
PROJECT
MANAGERS
38%
BUSINESS
ANALYSTS
15%
PMO
18%
SMEs
2017 2018
120
80
2016
2015 2019
140
2020 2021
150
240+
40
OUR LOCATION
Capco Scotland is located in the heart of Edinburgh
city centre, which serves as an excellent base that
provides us with the ability to reach clients and
attract talent from across the country.
Sustained growth since 2016
CAPCO IN SCOTLAND

CONTENTS
1 The Increasing Demand for Modern BAs
2 Evolution of the BA
3 Career Pathways of a BA
4 Training the Modern and Future BA
5 Building A Dynamic BA Community
6 Q&A
AGENDA
4

Digitisation of Financial
Services
Competition and
Relevancy
Increased Investment
in Change
Focus on
User Experience
Agile Mindset
Organisations are embracing an agile mindset – focused on uncovering value from
failing fast, iterative delivery, and adapting to change in the environment
LinkedIn
The Skills Companies
Need Most in 2020
THE INCREASING DEMAND FOR MODERN BA’S
Technology is changing fast. Combined with disruption and new
regulations, business analysts need to be responsive to new trends
and play a key role in delivering more value for the organisation.
Key Drivers:
01. Blockchain
02. Cloud Computing
03. Analytical Reasoning
04. Artificial Intelligence
05. UXDesign
06. Business Analysis
07. Affiliate Marketing
08. Sales
09. Scientific Computing
10. Video Production
5

Traditional BA
Also known as a ‘Waterfall BA’
Modern BA
Also known as a ‘Agile BA’
BA of the Future
Higher levels of data and
technical capability
No BA
Teams still do business analysis,
but it isn’t just one person’s role
EVOLUTION OF THE BA
Depending on the type of change activity, the role of a BA falls into four categories…

HOW MUCH EXPERIENCE DO YOU HAVE AS A BA?
I am new to Business
Analysis
(0-2 years)
I have some experience
in Business Analysis
(3-5 years)
I have strong experience
in Business Analysis
(6-10)
I’m a Career Business
Analyst
(10yrs +)

Mindset Activities Skills
Process Mapping
Requirements are framed through
process mapping, UML, Use cases
etc
Requirement Sign off and
Handoff
Requirements documents are
signed off by senior stakeholders
and handed off to delivery team
Predictive
Detailed initial analysis to
comprehensively articulate all the
user requirements
Exhaustive Analysis
Conduct exhaustive analysis to
ensure that every aspect of the
solution is understood and can be
documented
Comprehensive
Documentation
Requirements are comprehensively
documented
Solution Focused
Understanding stakeholder solution
requirements
Compendious, Prescriptive
Writing
Clear and comprehensive
communication style to mitigate
subjective interpretation
Traditional Process
Involved in the initial stages of a
traditional, stage gated sequential
delivery process with clear
separation between functional
specialists
Historic Data Analytics
Analyse usage behaviour and
prioritise backlogs used to identify
key requirements
Define
Validate
Analyse
Document
TRADITIONAL BA
The core attributes of a traditional business analyst encompass
upfront analysis, comprehensive documentation and handoff to
the delivery functions.
8

Journey Mapping
Requirements are framed through
persona’s and documented visually
Iterative Requirements
Documentation
Requirements are documented as
Epics, User Stories & Acceptance
Criteria and are continuously
revisited
Adaptive
Welcomes change, and
requirements are updated if
required in each sprint cycle
Embedded in Team
Works in the feature team from
day one, collaborating to capture
requirements
Design, Dev & Test Support
Goes beyond requirements
documentation and supports
Design, Dev and Test teams to
deliver the optimal solution
Customer & Product Focused
Understands the problem from
mindset of customer, always
keeping product quality front of
mind
Concise, Descriptive Writing
Writing needs to be clear, concise
and descriptive to convey the
specifics of a requirement in a
usable, bite-size format
Modern Delivery Methods
Design Thinking, Agile, and Lean
methodologies are used to delivery
innovations at pace
Empirical Data Analytics
Analyse usage behaviour and
prioritise backlogs used to identify
key requirements
MODERN BA
The core attributes of a modern business analyst range from
design and development support right through to strategic
analysis.
Mindset Activities Skills
9

The Convergence of BAs
& Data Analysts
Data analysis is becoming more
ingrained in the Business Analysis
process, it is a critical skill to
identify and prioritise
requirements
As the use of data and analytics
technologies become more
mainstream and accessible BAs will
need to adapt and become data
specialists
Augmentation of
Emerging Technologies
Usage patterns and behaviour
analysis can be used to identify
trends and requirements
Intelligent AI and ML will help shape
future Use Cases
Advent of Fintech’s
A buy over build culture is shifting
analysis towards product
customisation
Open APIs & vendor integration is
increasing the need for technical
knowledge
Hybrid Working
Capability
As Hybrid working cultures
become the norm and office
spaces are reduced. BAs will need
to adapt to affect change
remotely.
Competence with digital
collaboration tools, and the ability
to run modern method workshops
with distributed teams become
vital.
BA OF THE FUTURE
The world of Business Analysts is changing at pace, BAs will need to adapt to remain relevant

Introduction of the ‘Citizen Developer’
Teams still do business analysis, but it isn’t just one person’s role. The Citizen Developer Model enables Operations to self-sustain and build development and
configuration capability for low/no code digital automation projects, reducing the need on Technology teams.
Benefits of a Citizen Developer Model
Quickly respond to business needs
Utilising the deep process knowledge of your
organization’s business users, allowing projects to start
sooner
Reduce time to production
Citizen Developers can unburden technology resources,
enabling the line of business to prioritise projects
Adjust and iterate as needed
Citizen developers receive feedback directly from their
colleagues who are also using their solutions
Diminish the chance of shadow technology
Development is done within the security and regulatory
parameters defined by technology.
Improve cost control
When non-tech employees can take the place of technology
talent in high demand, reducing operational expenses
Inspire & Expand digital transformation
By broadening the scope of capable resources through
the implementation of low-code/no-code development.
Agile Agent of
Change
Key Transformation
Capability
Spearheads Operations
Workforce of the Future
NO BA
Case Study: An enterprise-wide, data-driven digital transformation program in operations at a
major global investment bank

WHICH BA CATEGORY DO YOU IDENTIFY WITH MOST?
Traditional BA Modern BA BA of the Future
No BA
(Citizen Developer)

Junior BA BA
Scrum Master Agile Coach
Lead BA
Product Owner
Chief Product
Owner
Value Stream Lead
Product Manager Head of Product Product Director
Systems Analyst Solution Arch Enterprise Arch
PMO
Delivery/ Project
Manager
Delivery/ Project
Lead
Head of Delivery
Most Common
Career Pathways
CAREER PATHWAYS OF A BA
BAs have transferable skills that are relevant and can be applied to a variety of different roles
Business Arch

Courses
Machine Learning 101
Understand what is AI and how does
ML fit in. High level view of how
machine learning works and how its
impacting industry
Product Owner 101
Introduction into the roles and
responsibilities of PO, such as how to
effectively manage a product backlog,
define a simple roadmap and how to
engage with end users and
stakeholders.
Digital Agile BA
Focuses on the benefits of following
Agile methods, writing user stories,
the role of a BA within the sprint
team, and best practices for using
JIRA and Confluence.
Agile 101
Practical training course that follows
‘The Scrum Guide’ set out by
Scrum.org. It prepares to perform in an
agile project environment and sets
them up for success if looking to gain
PSM1 certification.
Data Analytics 101
Introduction to the different types of
analytics, applications to Financial
Services and commonly used tools.
Provides a high-level understanding of
data analytics and increases awareness
about different data analytics techniques
Business Analysis 101
Define and understand business
analysis, and outline some of Capco’s
recommended tools and approaches.
Consulting 101
Introduction to consulting.
Understand and put into practice
consulting skills in a simulated client
environment, including: Managing
meetings, The buying and selling
process, Proposal writing etc.
Project Management 101
How to set up, manage and
successfully deliver any kind of
project. Promotes a consistent
approach as to how Capco mange
both business or technology projects.
Testing 101
How to recognise bugs and parts of
applications that may not be functioning
as they were created to operate. Looks
at best practices around testing and
quality assurance processes.
TRAINING THE MODERN AND FUTURE BA
At Capco we provide and deliver a range of training courses
designed to enhance the capabilities and to prepare BAs for their
future career.
14

Identify
Understand your strategic
objectives and the gaps you have
in achieving it, along with the key
skills needed to reach your aim.
• What would a BA capability
assessment look like?
• What should our future BA
resource mix look like?
Develop
Develop a comprehensive training
approach and recruitment programmes
to close any skill gaps. Attract new
talent and upskill internally.
• What training programmes would be
most beneficial?
• What recruitment programmes
would attract the best talent?
Empower
Establish opportunities for the
workforce to implement new tools,
try new things, and share best
practices.
• What initiatives would support
our BAs to try new things?
• What does sharing best practice
look like in reality?
Scale
Recognise achievements, and
leverage success across teams. The
BA community is perfect to
support this.
• What is the best way to
structure the BA community?
• What else should we consider
before scaling further?
Measure & Repeat
BUILDING A DYNAMIC BA COMMUNITY
Things to consider as you define the next steps and your approach

See some of our most recent articles:
For more pieces like these, follow Capco on LinkedIn
CAPCO’S CONTENT
At Capco we have a strong Digital BA community and a mixture of blogs, Thought Leadership and
white papers on all things BA.
1 2 3 4
The New Future for Project
Managers and Business
Analysts: Adapting
Traditional Delivery Roles
(link)
Project to Product: Four Key
Questions About Ownership
to help make
Transformations Worth it
(link)
Agile Business
Analyst
(link)
When “what’s in it for
me?” changes to “What’s
in it for us?”
(link)

Q&A

THANK YOU
For more information, please contact:
Sarah O’Callaghan
Managing Principal, UK Digital Chief
of Staff
E: sarah.ocallaghan@capco.com
Olga Karantanou
Consultant
Digital Ways of Working
E: olga.karantanou@capco.com
Jonny Mowlem
Senior Consultant
Digital Ways of Working
E:jonathan.mowlem@capco.com

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