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Kathleen B. (Kitty) Hass |
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The Award Winning Author, Consultant, Facilitator, and Presenter |
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Widely Read White Papers on Critical
Business Practices
Authored by Kitty Hass,
The leading expert in
Assessments, Managing Complex Projects, Using Business Analysis to Execute
Strategy, and Improving IT Performance
Kitty’s Acclaimed White Papers are Based on Expertise,
Experience, and
Extensive Research
Your organization needs to ensure it has appropriately skilled BAs
possessing the capabilities needed to successfully deliver complex new
business solutions that meet 21st century business needs.
Your challenge is to close the gap in your BA
capabilities to meet the needs of your organization.
What will it take? Are
you up to the task? It’s not just about competency (what you think you can do or your score on
a multiple-choice knowledge assessment); it’s ALL about
capability: examining your competency level against your current and
future work assignments and the performance and project outcomes you achieve
within your organizational context. To determine the characteristics of your
BA capabilities, identify your capability gaps, and put a plan in place to
close the gaps, read this new white paper that explains the groundbreaking
approach to examining if your BA capabilities are enough.
Planting the Seeds to Grow a Complex Project Management Practice
(Link)
This new white paper is a must read for anyone involved in improving Project Management practices
21st Century Projects What have we
learned about 21st century IT projects?
Demand is outpacing our ability to deliver. Our customers need us
to be much more agile. Virtually all organizations of any size are
investing in large-scale, important transformation initiatives of one
kind or another. As a
result, projects are too big, too long, and too complex. Complexity poses barriers to change, complexity in both our legacy business processes and the information systems that support them. Too often, we take the “big bang” approach to projects instead of risk-reducing iterative models. Conventional plan-driven project management practices have higher failure rates than adaptive, incremental approaches. We are learning that requirements must evolve as we learn more about the business problem and solution. This paper presents the case for diagnosing project complexity using a new award-winning model and then making managerial decisions to use adaptive techniques to complement conventional project management approaches.
Planting the Seeds to Grow a Mature Business Analysis Practice
(Link)
This new white paper is a must read for anyone involved in implementing Business Analysis practices
Our
current turbulent economic times call for businesses to be able to react to
change quickly, to chart a new course on a dime. This paper presents the case
that, in these turbulent times, it is
imperative that we learn how to
close the gap in BA capabilities and competencies to remain competitive. But,
what it will take, and are today’s business analysts up to the task?
The first step in implementing a mature BA Practice is learning about our BA Practice Maturity Framework and how it can help your organization. K. Hass and Associates offers assistance in every aspect of BA Practice Maturity, from level-1 maturity to the level needed to meet your business goals. For more information, contact Kitty Hass at kittyhass@comcast.net. Organizational Maturity Assessments to Grow Mature Practices (Link)
Organizations strive to reach higher business practice maturity because it is
directly correlated to improved organizational performance. Great project
management and business analysis leads to more effective business procedures,
higher quality deliverables, lower project costs, higher project team morale,
a better balance between cost, schedule, and scope, and ultimately added value
for the entire organization. The primary purpose of maturity assessments is to
evaluate the maturity of business practices needed to execute projects
successfully within an organization and provide recommendations to improve
overall project delivery capability. A properly performed assessment also
serves as the catalyst for positive change in the organization. Organizational maturity assessments are
designed to accomplish the following objectives:
This paper
discussed the systematic approach to conducting an organizational Practice
Maturity Assessment.
Managing Complex Projects, A New Model (Link)
This paper
explores how the principles of complexity science can be used to find new
creative ways to think about and manage twenty-first century projects.
A new model is presented, The
Project Complexity Model, which is used to evaluate project size,
complexity, and risk, and determine the specific dimensions of complexity
that are present on a project.
This paper is the precursor to the award winning book by Kitty, Managing Project Complexity, A New Model
published in 2008. The Business Analyst, The Pivotal IT Role of the Future (Link)
Change is
the norm, fierce competition is the driver, and lean thinking is the latest
call to action.
IT has finally
come into its own, being viewed as a value provider as opposed to a cost
drain.
With the stakes so high, IT
organizations are faced with an extraordinary combination of pressures to
deliver value to their organizations in terms of added revenues, avoided
costs, lower taxes, higher productivity, less employee turnover, less risk
exposure, etc.
IT projects must
not only deliver high quality products faster, better, and cheaper
(traditionally the responsibility of the project manager), they are also under
intense scrutiny to positively impact the bottom line (increasingly, the
responsibility of the project sponsor and delegated to the business analyst).
When you
hear about far-reaching innovation, cutting-edge technology, and high-growth
IT careers, don’t just think in terms of architecture and development prowess.
We are discovering that technical skills can be relatively easy to outsource,
but organizations cannot abdicate control of their business requirements. In virtually every organization, the
pivotal leadership role of the business analyst is shaping the future of IT
today.
So don't
blink...or you'll miss out on the IT opportunity of a lifetime. This paper (perhaps the most widely
read paper on the role of the business analyst) goes on to describe the
critical role of the business analyst throughout the business solution life
cycle.
The BA Center of Excellence - A Vital Strategic Asset (Link)
Centers of excellence are emerging as a vital strategic
asset to serve as the primary vehicle for managing complex change initiatives,
a business support function just as critical as accounting, marketing, finance
and HR. A center of excellence is a team of expert
and experienced people that is established to promote collaboration and the
application of best practices across the enterprise.
Centers
of excellence exist to bring about an enterprise focus to many business
issues, e.g., data integration, project management, enterprise architecture,
business and IT optimization, and enterprise-wide access to information.
The
concept of centers of excellence (CoE) is quickly maturing in twenty-first century
organizations because of the need to collaboratively determine solutions to
complex business issues. Project management offices (PMO), a type of CoE, proliferated in the 1990s as a centralized approach
to managing projects, in response to the challenges associated with complex
projects in an environment with low levels of project management maturity and
governance. Industry leaders are effectively using various types of CoEs,
include Business Analysis Centers of Excellence.
This paper presents a framework for developing a COE that “fits” your
organization’s business strategy and organizational culture. The PM/BA Partnership – a Vital
Strategic
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