Position description

Title:Enterprise Business Analyst

Group:Organisational Support

Location:National Office

Reports to:Manager Business Consulting

Date:May 2010

Organisation profile

The NZ Transport Agency (NZTA) is a Crown entity that was established on 1 August 2008, under the amended Land Transport Management Act 2003, bringing together the functions of Land Transport NZ and Transit New Zealand to provide an integrated approach to transport planning, funding and delivery.

The purpose of the NZTA is ‘to build a better land transport system for New Zealanders’.

What we do -

- Help New Zealanders to travel reliably and safely

- Invest in moving people and freight to grow New Zealand’s economy

- Meet our customers’ needs by being people-focused.

Our strategic priorities – the things we are focussing on:

- Improve customer service and reduce compliance costs

- Plan for and deliver roads of national significance

- Improve the effectiveness of public transport

- Improve the efficiency of freight movement

- Improve the road safety system.

The NZTA employs approximately 1400 staff throughout New Zealand and is structured into six business groups. The NZTA encourages staff to work collaboratively across the organisation. It is committed to linking people together and drawing from the combined skills and knowledge held within the NZTA, in order to develop innovative solutions and work more effectively with stakeholders.

NZTA values

To achieve our purpose we must exhibit the following values:

AchievementWe achieve excellent results

ServiceWe provide outstanding service

IntegrityWe are honest, ethical and trustworthy

RespectWe show consideration for others

ProfessionalismWe produce high quality work

…resulting in a great place to work as a high performing, innovative organisation.

Business Group Background – Organisational Support

The Organisational Support Group, one of six business groups within the NZTA, comprises a cluster of five units responsible for the provision of professional, high quality, efficient and effective systems, processes, support and services to the NZTA Board, management and other business groups. The functional units in the group are:

  • Finance
  • Information Services
  • Legal Services
  • Corporate Support
  • Assurance and Risk

The group is also required to ensure the NZTA has corporate strategies, policies and frameworks to support strategy and organisational performance.

Purpose of position

The Business Consulting team has a key role in enabling NZTA to achieve its strategic goals by delivering effective information systems and technology.

The focus of the Enterprise Business Analyst is on the enterprise wide view of all change initiatives, investigation of solutions, business acumen and development of quality deliverables to support project investment decisions.

The Enterprise Business Analyst:

  • focuses on understanding the needs of NZTA as a whole
  • performs strategic problem and opportunity identification
  • conducts gap analysis and feasibility studies; and
  • drives solutions within the business

The Enterprise Business Analyst may also carry out Senior Business Analyst duties for highly complex and high risk projects.

Key accountabilities – general

Leadership and team management

  • Models effective leadership to ensure the NZTA values, behaviours and objectives are followed, and supports an integrated, collaborative work environment that enables staff to deliver high performance and quality service
  • Fosters an organisational culture based on high quality, innovation, responsiveness, listening and communication
  • Participates in the annual business planning processes for their team
  • Ensures effective flows of information occur both vertically and horizontally within the team and across the Group
  • Builds a good team spirit and culture, acknowledging team contribution and achievement as appropriate.

Relationship management

  • Engages effectively with internal experts/staff across the NZTA so that the best information is available for decision-making, policy development, planning, resource and risk management, operations and service delivery to our Minister and the public
  • Actively manages internal client expectations and maintains timeliness of delivery including meeting service level agreements

Stakeholder management

  • Establishes and maintains professional relationships with all relevant stakeholders, suppliers and peers as appropriate
  • Build and maintain networks external to NZTA aligned to the BA industry e.g. IIBA, as well as other government agencies
  • Convenes and attends meetings with key internal and external stakeholders to address specific issues and generate solutions and has the ability to influence thinking and decisions that are consistent with the NZTA strategic direction
  • Provides meaningful and timely communication to the business so that stakeholders understand their requirements in relation to the Government transport sector objectives.

Risk and issue management

  • Escalates any significant risks and issues to their manager in a timely way and looks for opportunities to promote the NZTA or Group
  • Identifies threats to business and the NZTA so that risks can be managed, mitigated or minimised
  • Identifies and takes advantage of opportunities so that there is continuous improvement in business processes, and improved value is delivered to customers and stakeholders.

Customer service

  • Develops a customer service ethos that focuses on the provision of high quality, proactive and timely service, support and advice, which is aligned to the NZTA’s needs and strategies.

Health and safety

  • Takes responsibility for the health and safety of self
  • Ensures all hazards are identified and controlled
  • Actively encourages and supports local workplace safety management practices.

Self development

  • Takes responsibility for personal development and continually develops their own professional expertise.

Key accountabilities – specific

Analyse the existing environment and the desired future state.

  • Use information from the strategic plan, goals and objectives to develop the future view of the business. Identify changes required to meet the business need by consideration of organisation structure, business functions, required knowledge and skills, processes and technology.
  • A structured gap analysis will ensure that the stakeholders clearly understand the impact of the proposed change on the organisation as a whole.

Determine the best solution approach

  • Collaborate with stakeholders to explore all possible solution angles through feasibility studies. Identify solution options which will meet the business need, then evaluate their operational, technical and economic feasibility, to determine the best solution approach. Continue to assess, refine and validate the business need and solution.

Develop the solution scope

  • Scope definition is important for building the business case and managing expectations about the solution. Collaborate with stakeholders to determine what should be included and excluded from the scope of the proposed solution. Define any system interfaces and dependencies on other projects.

Develop the business case

  • The business case allows the business and Portfolio Committees to make an informed decision about the viability of the proposed solution.
  • Evaluate the project costs/benefits, and identify metrics which can be used to assess actual versus expected benefits throughout the project life cycle.
  • Demonstrate how the proposed solution is aligned to business goals and objectives, and define the impacts and risks, including organisational readiness for the change.

Perform post-implementation business benefit review

  • Evaluate the business benefits brought about by the solution.

Project-specific Accountabilities

  • The majority of key accountabilities for this position are linked to the NZTA SLDC phases. See Appendix A of this position description for an overview of the phases. The Enterprise Business Analyst has the following accountabilities for highly complex, high risk projects.

Pre-Concept

  • Identify business needs by conducting interviews of key business stakeholders and creating a Project Outline for each business need identified.
  • Identify and highlight any common initiatives in place, underway or planned across other business groups that need to be considered.
  • Identify and involve further stakeholders during business planning to ensure a complete, balanced view of the business need.
  • Identify and highlight those business needs that do not comply with the organisation’s strategic goals.

Concept Phase

  • Assess the business request and determine what tasks are required to produce the outcome desired by the business
  • Create the relevant artefacts. For example:
  • Solution options and recommendations
  • High level estimates
  • Technical advice or input into an existing business project
  • Impact assessment for policy or legislative changes
  • Identify and highlight any common initiatives in place, underway or planned across other business groups that need to be considered.
  • Identify and involve further stakeholders to ensure a complete, balanced view of the business need.
  • Identify and highlight those business needs that do not comply with the organisation’s strategic goals.

Business Case Phase

  • Plan any additional BA activities required to produce the high level requirements and developing an estimate of effort required to execute those activities.
  • Elicit and analyse the high level functional and non-functional requirements, ensuring that architectural recommendations / options are incorporated where required. Ensure all relevant stakeholders have been identified and consulted. Create high-level requirements e.g. use cases identified, high-level domain model, etc.
  • Review supplier responses (ROI, high-level design, high-level costs).
  • Provide input into the Project Initiation Document (PID) and business case as required.

Design Phase

  • Assist planning the BA activities required to produce the detailed requirements and develop an estimate of effort required to execute those activities.
  • Elicit and analyse the detailed functional and non-functional requirements, ensuring that architectural recommendations/options are incorporated if required. Create detailed requirements e.g. use cases, UI prototype, supplementary specifications, interface specifications, domain models, etc.
  • Assist in the design of the technical solution as required, including the review and analysis of the technical documentation created by the software supplier.
  • Assist in the RFP process e.g. provide requirements, evaluation of responses.
  • Review statements of work/Solution Delivery Plan
  • Provide input into the revised PID as required.

Implementation Phase

  • Provide clarity around the requirements set to developers and testers.
  • Provide general support and liaison during the build of the solution.
  • Ensure any changes in requirements are within the approved scope of the project.
  • Ensure any changes in requirements are appropriately documented, reviewed and approved.
  • Ensure any issues, regarding the delivery, testing and deployment of the solution as per the requirements, are resolved.
  • Review test plan, defect summary reports and test exit report.
  • For LINC changes, review the Internal Design Specification documents for accuracy and readability.
  • Develop training materials and deliver training for the solution as required.
  • Provide post-implementation support.
  • Provide input into the post-implementation review.
  • Contribute to negotiations of inter-agency agreements and solution delivery contracts as required.

Other Accountabilities

  • Assist business areas in understanding the big picture.
  • Alignment of project portfolios with overall business strategy.
  • Create feasibility studies for new products, markets and systems.
  • Making strategic recommendations for process improvements and streamlining across departmental divides and geographical locations.
  • Provide professional advice and guidance to the design team.
  • Identify gaps between current and leading practice in business analysis and make recommendations for improvements to the Manager Design
  • Support the Manager Business Consulting and the Manager Design in the improvement of business analysis processes and activities.
  • Represent NZTA at meetings and conferences as required.

Financial dimension

Not applicable

Key relationships

Internal

  • IS Management Team
  • IS Manager Design
  • Project Managers
  • The NZTA managers
  • Business Analysts
  • Business unit managers

External

  • Key stakeholders
  • Suppliers
  • Other Government Departments & Agencies

Person specification

Education and training

Relevant tertiary qualification, in information systems or related disciplines

6+ years experience in the field of business analysis with at least 4 years as Senior Business Analyst, plus demonstrated coaching and mentoring skills.

A current and valid New Zealand Driver’s Licence (or equivalent) is required for this position.

Knowledge and experience

Core experience

  • Documentation of organisation’s direction, structure, business processes and requirements
  • Researching organisation’s industry and competitive position
  • Analysis and evaluation of highly complex issues
  • Provision of gap analysis and feasibility studies
  • Provision of requirement artefacts, risk analysis, cost impacts and delivery plans
  • Advanced level of information technology skills (including data modelling, requirements gathering and documentation, experience with analysis of Thin Client, Mainframe and Desktop applications, experience in UML)
  • Understands project plans and is able to clearly articulate roles, project goals and timelines
  • Takes input from Business Consulting Manager, Manager Design , project manager, other project team members and peer reviewers and appropriately and accurately applies comments/feedback
  • Adheres to project standards defined by project management
  • Knowledge of software development frameworks and methodologies
  • Accurately employs the organisation’s SDLC and documentation tools
  • Establishes responsible deadlines and personal work plans and manages time effectively

Organisational Responsibilities

  • Understands the professional development process and becomes actively involved by setting challenging goals and meeting them through continuous learning
  • Seeks input from mentors and supervisors
  • Actively applies feedback received to day-to-day work and strives to improve performance
  • Complies with organisation’s policies and procedures

Career Path Competencies

  • Listens to others and accepts input from team members
  • Clearly articulates ideas and thoughts verbally
  • Accurately prepares written business correspondence that is coherent, grammatically correct, effective and professional
  • Proposes solutions to problems and considers timeliness, effectiveness and practicality in addressing client needs
  • Generates innovative solutions by approaching problems with curiosity and open mindedness, using existing information to its fullest potential

Personal attributes

  • Enjoys and excels at business analysis and problem solving
  • Displays a positive attitude
  • Ability to work with minimal supervision
  • Demonstrates flexibility in day-to-day work
  • Maintains awareness of overall organisational goals and performance, as well as the political and regulatory climate
  • An ability to understand the requirements of business and develop and deliver appropriate solutions
  • Ability to think laterally and view situations / issues in a holistic manner
  • Determination to overcome obstacles and deliver on commitments
  • Knowledge of mentoring techniques, some experience in mentoring
  • Seeks to keep technical knowledge and skills up to date
  • Consults and shares information and experience with others
  • Commitment to practicing high standards of professionalism, integrity, confidentiality and competence towards clients, the team and the workplace
  • Establishes effective working relationship with stakeholders including liaising and consulting with a range of stakeholders. Effective relationship skills with the aptitude to gain the confidence of key stakeholders. Values internal and external clients and responds to their needs as they arise.
  • Ability to work as part of a team with internal and external colleagues. Appreciates each team member’s contributions and values each individual member. Establishes harmonious working relationships with team members. Displays strong team skills, contributing to team success.
  • Ability to travel and work outside normal business hours
  • Self motivated and highly organised
  • Ability to remain objective and calm in difficult situations
  • Actively demonstrates, promotes and models desired organisational behaviours and values
  • Displays strong interpersonal and verbal and written communication skills. Uses good judgement in what and how to communicate.
  • Experience in building and fostering relationships
  • Displays a strong customer service ethos
  • Possesses a strong achievement/delivery focus – sets high standards including accuracy and attention to detail, meets deadlines etc
  • Promotes a high quality climate of innovation, collaboration, change and adaptation in own area
  • Actively looks for opportunities to improve services and support organisational change
  • Takes accountability for the responsibilities of the position and own actions.

Appendix A -SDLC Overview

Concept Phase

The purpose of the Concept phase is to determine whether an idea / need / opportunity identified by the business is worth pursuing as a project. If the business believes there is merit in progressing to a project, they will create the Project Mandate which is reviewed by the appropriate PCG (Portfolio Control Group) for approval to proceed to the Business Case Phase.

In addition, projects which have been identified during the six-monthly Business Planning round and have had Project Outlines developed will, in the majority of cases, have Project Mandates developed and approved within this phase. The exception to this is where a project has already been well-defined and has either already been approved as part of a wider programme of work or is associated with legislative or policy changes and therefore must be executed. Projects such as these will move directly to the Business Case phase of the SDLC.

The Project Mandate will be presented to the PCG who will approve the Project Mandate, reject the Project Mandate or request that more information is provided to them to enable an informed decision to be made.

Business Case Phase

The purpose of the Business Case phase is to enable the appropriate PCG to make a decision on whether the project is viable and, if deemed to be viable, agree to commitment of resources for the Design phase of the project.