Kathy Gorman and Kristen Seer are doing a follow up presentation from last year’s presentation on introducing a rules methodology.

The methodology is important, but the infrastructure to support it is also very important.

ICBC is a crown corporation for compulsory auto insurance. Some optional insurance in a competitive market. Network of brokers, 5000 employees, etc. They are working with Business Rules Solutions.

The Drivers for changes at ICBC:

• challenges to support cross-functional projects
• Significant time frames for business analysis
• No common, formal methodology
• Current analysis approach better suited to maintenance versus delivery of enterprise transformation initiatives

Creation of a Business Transformation Services group to lead the changes, merged the BA practices from different silos. They created a position called “Manager of Best Practices” to help with the changes.

They have a very defined line between business and IT. The Business Analysis is really a Business Function. They followed an iterative approach.

Over time they had the following accomplishments:

• Organisational Structure changes
• Competency Model that identifies what skills people need to have
• Enterprise Delivery Life Cycle, not rolled out, but being used by the BA group
• Purchase of Business Rules Methodology
• The Service Model for BAs has been improvements
• The Competency Model is also driving a Resource Assessment based on the model
• Performance Measurement was also introduced (KPIs around service model) and a Quality review process.
• Put together an Estimation Model which focuses on components of the methodology

The methodology components

• Approach Model: Technique for BAs to sit down and figure out how they are going to do their work to establish expectations
• Business Scope: From a Business perspective how big is this
• Business Strategy: Looks at goals and tactics and what risks might arise and mitigations
• BPM
• Fact Model
• Business Rules
• Business System Abilities: Functional-Non Functional Requirements

They developed an approach model for implementing the methodology itself.

The tasks were:

• Communicate to staff and stakeholders
  • You can’t communicate enough
  • The created a communication plan for all stakeholders
  • Need to tailor presentations to the audience but need to keep them consistent
  • The focus has shifted from pushing information and now people are asking more questions now
  • Developed a Web Site (competency center with standards, guidelines, etc.)
  • Announcements sent for the web site updates on a regular basis
  • Team Meetings have a standing item to discuss the methodology
  • “Open House”, Presentation or workshops followed by Q&A
  • To improve attendance at Open House, look for patterns of what BAs are talking about at that time
• Establish Governance
  • Created a “Practice Manager Position”
  • Competency Center
  • Methodology Evolution Team (Governing body for the methodology)
    • Need to educate them with white papers followed by discussions to adapt the methodology to their needs
    • Now looking at how to evolve this over time
  • Model Management
• Conduct General Training
  • Training sessions and reinforcement training to keep the skill level going if not applying
  • Also created session for partners and project managers
  • Videos of the sessions and edited to about 10 minutes in length for a specific topic
  • One on one mentoring
  • Review process is “pre-reviewed” with some help
• Adopt BRS methodology
  • Full set of reference materials
    • Standards and guidelines
    • Templates
    • Quick reference guides
    • FAQs
  • Requirements to Design Handshake (in progress) (from BA to the IT group)
    • More than a handoff
    • Handshakes designed for each “design deliverable”
    • Next challenge will be roll out and communication strategy
  • Develop of tools to handle gaps
  • Process to evolve the practice
• Pilot BRS Methodology (Challenges)
  • They ended up not piloting
  • Needed to apply faster than expected
• Audit Implementation

Challenges they encountered

• Socialization and Orientation of Partners is more time consuming than expected
• Repositioning of Business Participants
• Lack of core skills (such a facilitation)
• Reaction of partners, sometimes reluctant
• Misconceptions
• Size of the transformation (change is difficult for the people)

Lessons learned

• Prepare for a difficult transition
• Ongoing mentoring & coaching is critical
• Communicate, communicate, communicate
• Anticipate & plan for resistance, be prepared to shift course
• Getting to independence (takes a long time), need support structure
• Don’t underestimate cultural shift
• Manage the expectations of managers