Organisations Speaking include

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  • 3 Days
  • £1495
  • £1,495 plus VAT (£299) = £1,794
  • 2 Days
  • £1145
  • £1,145 plus VAT (£229) = £1,374
  • 1 Day
  • £695
  • £695 plus VAT (£139) = £834
Group Booking Discounts
2-3 10% discount
4-5 20% discount
6+ 25% discount


  • 239 Vauxhall Bridge Rd
  • London
  • United Kingdom

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Monday, 19 September 2016 • Pre–Conference Workshops
Full Day Workshops
BCS Foundation Certificate in Business Change

AssistKD and BCS present an intensive workshop covering the syllabus for the BCS Foundation Certificate in Business Change qualification. Delegates will be able to sit the examination at the end of the workshop and get their results on the same day. Pre-workshop personal study, is strongly recommended.

Pre-registration is required for this workshop and examination.

The BCS Foundation Certificate in Business Change covers the landscape of concepts, life cycle and techniques relevant to Business Change. It provides a foundation for the range of modular certificates provided by BCS in the areas of Business Analysis and Consultancy. In addition, it provides foundation–level Business Change knowledge for specialists in other disciplines. Topics covered include:

  • Overview of Business Change
  • Business Change Techniques
  • Business and IT Alignment
  • Business Improvement Definition
  • Business Change Design
  • Business Change Implementation
  • Benefits Realisation

BCS will be providing and running the examinations. The exam takes 1 hour and will take place at 16:30 on the workshops day.

Please note only delegates who have signed up for all 3 days of this event will be entitled to attend this workshop and be certified. A fee of £100 will be added to your invoice for the certification. Places are limited to 20.

BCS Foundation Certificate in Business Analysis

AssistKD and BCS present an intensive workshop covering the syllabus for the BCS Foundation Certificate in Business Analysis qualification. Delegates will be able to sit the examination at the end of the workshop and get their results on the same day. Pre-workshop personal study, is strongly recommended. Pre-registration is required for this workshop and examination.

The Foundation Certificate in Business Analysis covers the breadth of concepts, approaches and techniques relevant to Business Analysis. It provides a foundation for the range of modular certificates provided by BCS in the areas of Business Analysis, Consultancy and Business Change. In addition, it provides foundation–level Business Analysis knowledge for specialists in other disciplines. Topics covered include:

  • The role and competencies of a Business Analyst
  • Strategy analysis
  • Business system and business process modelling
  • Stakeholder analysis
  • Investigation and modelling techniques
  • Requirements engineering
  • Business case development
  • Implementation of business change

BCS will be providing and running the examinations.  The exam takes 1 hour and will take place at 16:30 on the workshops day.

Please note only delegates who have signed up for all 3 days of this event will be entitled to attend this workshop and be certified. A fee of £100 will be added to your invoice for the certification. Places are limited to 20.

BCS Foundation Certificate in Business Change

Martin Maya, Director, AssistKD

Martin Maya

Director, AssistKD

Experienced as an internal & external consultant and provided management & training services over many years in the telecommunications and financial services sectors. Martin Maya’s specialist areas include business analysis (BA Dip), business intelligence (CBIP) & business architecture. He authors training material in all these areas and is an oral examiner for the BCS International Diploma in Business Analysis.

BCS Foundation Certificate in Business Analysis

Davina Hesmer, Consultant & Trainer, AssistKD

Davina Hesmer

Consultant & Trainer, AssistKD

Extensive experience in Business Analysis, systems analysis, systems design and project management. Davina Hesmer has worked in a range of organisations in both the public and private sectors and was an independent consultant for several years offering services in project management, Business Analysis, systems analysis and development. She is also an oral examiner for the BCS International Diploma in Business Analysis.

Morning Workshops
Tools for BPMN and UML Modelling

You know you should be using a tool, but where do you start? They all have so many features it can be overwhelming.

How do I structure my model? Which diagrams do I create and when? How do I automatically generate reports? It’s not all about diagrams, where do I put my text? How do I create traceability to allow me to facilitate impact analysis? How do I create the detail needed for the developers? What about screen designs?

Learn how and more in this interactive live demonstration of Modelling with Enterprise Architect. Why not challenge your presenter with an analysis question and see it answered using the tool?

  • See a BPMN / UML tool in action
  • See real life UML
  • See answers to your questions demonstrated in a tool

Business Value Realization

This workshop provides business analysts with an insight into the use of core techniques for developing models of the value to be realised through business change programmes.

  • How to create heatmapped Business Capability Models to identify where to focus for change initiatives
  • Using Benefit Dependency Networks to align strategic goals through to technology change via well defined benefits and business capability changes
  • Creating Value Realization models to illustrate the planned change over time
  • A review of how Business Value Realization has changed in the last 5 years with the adoption of cloud technologies and lean startup style business change programmes

Lean Strategy Execution for BAs

Business stakeholders often come to the project team with a clear solution in mind, expecting quick results. After all, Agile delivery = quick delivery!

This mindset carries an important risk: blindly building the proposed solution, even when iteratively reviewing progress with your stakeholders, does not guarantee business value. While Agile project execution allows for course corrections during the project, you still need to determine when a correction is needed and how to adjust. BAs are well positioned to tackle these challenges.

In this interactive workshop, we will bring lean and Agile principles from project execution to project definition and portfolio level, in a three step approach:

  • Pin down goals: How do you shift focus from project output to business outcome?
  • Expose enablers: What are the key enablers for achieving this outcome?
  • Identify, prioritise and validate hypotheses: How do you minimise wasted investments through continuous validation?

Multiple case examples will show you the above steps in practice.

Agile By Stealth – A Step By Step Guide

As a freelance Agile Business Analyst, Tony is always looking for opportunities to introduce Agile practices to clients where he thinks they will be beneficial. But everywhere he goes he meets resistance – Agile is hard to understand until you’ve actually done it, which makes it very difficult to sell. So over the years Tony has learned how to introduce Agile by stealth – one step at a time.

In this workshop he will explain this step-by-step strategy and show how the Agile Business Analyst is perfectly placed to implement it. He’ll bring the approach to life by using it on an example project, from inception right through to delivery.

  • Why Agile transformation is so hard
  • Why, really, you would want to do it anyway
  • Resistance to change and the Overton Window
  • How (and when) to introduce various Agile techniques and practices
  • How to bring third party suppliers on the journey with you
  • The Agile organisation – how to bring the managers on the journey too

Agile Transformation Surgery: Delegates are encouraged to come armed with their own Agile transformation challenges and if time allows we’ll see whether we can offer any suggestions as to how to overcome them.

The Human Side of Virtual Working: Succeeding Across Distance as a BA

Business analysts rely heavily on their personal attributes and interpersonal skills as they deliver value, working closely with a wide range of people. But what happens when barriers of distance, culture, language and time zones get in the way? How on earth is a BA supposed to negotiate/influence/facilitate/communicate/resolve conflict/solve problems or even present engagingly, from afar?

The good news is that there are inspiring, creative BAs who are doing great things virtually. This session will touch on:

  • Why personal attributes matter far more than technology
  • Using aspects of identity to build common ground from afar
  • Developing virtual trust, the basis for everything else
  • How to overcome distance (plus culture, language and time differences) both in live meetings and beyond
  • The inspirational stories of several BAs delivering massive value virtually, both from the UK and India

You’ll leave the session inspired, with a range of practical ideas to apply immediately to your own virtual work.

Tools for BPMN and UML Modelling

Andy Barnett, UML Mentor, Intelligent Requirements Ltd

Andy Barnett

UML Mentor, Intelligent Requirements Ltd

Andy Barnett is a BPMN / UML mentor with UML experience on major projects at 9 large organisations over the past 16 years. He has worked on many major UML projects both as a Senior BA and a mentor / tool specialist. Working in many market sectors (Education, Retail, Utility, Logistics, Insurance, Banking) he has experienced the full range of challenges posing a UML implementation and has personally mentored over 200 employees.  His experience in UML is extensive through the creation of 100’s of use cases and UML diagrams using a number of different analysis tools. While it is important the core UML remains unified he also recognises each organisation has different needs and has worked with them to develop and implement a method that is appropriate in scale and detail.

Business Value Realization

Martin Sykes, Chief Architect, Architect Coach

Martin Sykes

Chief Architect

Architect Coach

Martin Sykes is the Business Systems & Change Director at Team Consulting and an independent coach to Enterprise Architects and technology leaders. During the last 20 years Martin has been Director for Alignment, Analysis and Architecture at Cambridge Assessment, Director for Microsoft’s Enterprise Strategy & Architecture Centre of Excellence, a lead in major organizations for their Enterprise Architecture teams, and a coach to EAs around the world. Over that time Martin has been developing an approach to corporate storytelling through work in the public and private sectors called CAST that is described in the book “Stories that Move Mountains” which is now available in seven languages.

Business Change & Transformation Session: Using Visual Storytelling to Engage, Educate and Influence

Lean Strategy Execution for BAs

Filip Hendrickx, Business Architect Meets Innovator, Altershape

Filip Hendrickx

Business Architect Meets Innovator


After about 10 years in business consulting and a prior 10 years in software engineering and research, Filip Hendrickx founded altershape to help established organisations become corporate startups. To do this, he follows a structured yet pragmatic approach, by bridging BA with lean startup and innovation techniques. Filip is also co-author with Ian Richards of their upcoming book on business transformation. Finally, as VP Events of the IIBA Brussels Chapter, Filip helps supporting the BA profession and building the BA community in Belgium.
Agile By Stealth – A Step By Step Guide

Tony Heap, Business Analyst Designer, and Equal Experts

Tony Heap

Business Analyst Designer and Equal Experts

Tony Heap is a freelance agile business analyst / agile coach / trainer based in the UK. He has worked for a variety of clients including HMRC, ASDA, Morrisons, NHS, RWE nPower, Arcadia, BT, Barclaycard and Egg. In his spare time, he likes to share his experiences and ideas on his blog, and he is also an associate BA with Equal Experts, an award-winning agile consultancy specialising in simple software solutions for big business challenges. He is particularly interested in agile approaches and how they apply to business analysis. He is a requirements denier. Follow Tony on Twitter @tonyheapuk.

The Human Side of Virtual Working: Succeeding Across Distance as a BA

Penny Pullan, Director, Making Projects Work Ltd

Penny Pullan


Making Projects Work Ltd

Dr Penny Pullan works with people in multinational organisations who are grappling with tricky projects: uncertain, with ambiguous requirements, stakeholders who need to be engaged and teams dispersed around the world. Penny hosts the annual, virtual BA Summit ( )  and trains and mentors BAs, especially in visual facilitation skills and leadership.  Penny’s books include “Virtual Leadership”,  plus “Business Analysis and Leadership”, which was co-edited with James Archer. Her latest book project is ‘Making Workshops Work’, which she’s due to finish this year. Penny is a Director of Making Projects Work Ltd. Follow Penny on Twitter @pennypullan.

Afternoon Workshop
Visual Storytelling for Change Agents

The evidence proves that stories trump data when it comes to persuasion. Stories are easier to understand and relate to. Even so, many people are reticent to tell stories because they believe “the facts” will speak for themselves. Hear about the power of storytelling and ensure your content stands above the rest.

The CAST process and Visual Story template used in this seminar has been developed and refined over a 10 year period with project teams and change agents in many large organisations.  It uses a powerful combination of techniques from many different disciplines. This unique integrated approach provides a path from initial analysis through to effective delivery.  In this workshop you will learn how to:

  • Use the Visual Story template and CAST process for creating effective stories
  • Structure complex information into compelling change stories
  • Use story frameworks and characters to engage decision makers
  • Build design skills to create effective visuals that make the story stick
  • Incorporate influencing and commitment–gaining steps into the delivery process

Business Analysis as a Service: Join us on the Exploration

Business Analysis as a service. What does that mean to us as a community and how can we develop and strengthen our BA service offering within our organisations? In this interactive workshop, run by members of the BA Conference Advisory Board, delegates will share views and best practice to formulate the BA service offering. Participants will:

  • Have the opportunity to network with delegates across a wide range of industries on key discussion points relating to Business Analysis as a service e.g. role, activities & value
  • Discuss and formulate ideas around a number of themes associated to Business Analysis as a service
  • Help formulate a business model canvas outlining the BA service in terms of value proposition, key activities and customer relationships. Photographs of our work developed during the session will be made available post event for download

Concept Modelling for Business Analysts – Making Data Modelling a Vital Technique

Whether you call it concept modelling, conceptual data modelling, domain modelling, business object modelling, or something else, the technique is seeing an amazing resurgence. Business Analysts worldwide are realizing that it is a powerful addition to the BA toolkit. The key is to see that a concept model is a description of a business, not a technical description of a database schema. Based on 35 years of experience, on projects of every type and size, this presentation provides practical techniques for a business-friendly approach to data modelling, and proven approaches for using it as a foundation for Business Analysis. Repeatable methods and patterns will be emphasised, and many real-world examples will be shared. Topics include:

  • The essence of concept modelling and essential guidelines for avoiding common pitfalls
  • Methods for engaging our business clients in conceptual data modelling without them realizing it
  • Critical distinctions among conceptual, logical, and physical models
  • Using concept models to discover use cases, business events, and other requirements
  • Using the technique in package implementations, process change, and Agile development

Putting the Business into Business Architecture

There is a lot of attention being paid to Business Architecture today. Some advocates are focused on defining technological capability. Others are striving to improve how the business operates in order to deliver value and optimal outcomes operationally every day. Business Architects strive to enhance the performance of business operations for customers and other stakeholders. Then, and only then, can we define what capabilities must be built to assure the resources of all types are the right ones. For Business Analysts this business–first approach provides incredible opportunity for growth. It will raise their perspective up the organisation and out to external stakeholders. This session will articulate what has been proven to work and give delegates the chance to practice some key methods and techniques to develop the right Business Architecture deliverables that will make a business difference.

  • Business Architecture Traditions
  • Outside Pressures and External Stakeholder Analysis
  • End-to-End Business Process Architecture as the Glue
  • Business Performance and Measurement Systems
  • Semantics, Information, Decisions and Rules
  • Prioritizing Business Change
  • Developing Capabilities

Good Listening & Language Skills: Essential Tools for the Successful BA

When running workshops and holding meetings with your stakeholders you can be bombarded with information about their needs and challenges. How can you be sure that what you have heard and discussed is what they actually meant? How often have you needed to go back and seek clarification on some aspects of a previous conversation?

Listening and good use of language are probably some of the most under-rated yet important skills for a Business Analyst to master. Through developing expertise in listening and use of language, you gain better insights into what your stakeholders are thinking and close the gap on missing project requirements.

In this practical, engaging and highly interactive workshop you will learn to:

  • Understand levels of listening and when to use them
  • Observe language patterns and filters being used to gain insights into your stakeholder’s thinking
  • Create clever questions to discover the missing details of a conversation whilst maintaining rapport

Visual Storytelling for Change Agents
Business Analysis as a Service: Join us on the Exploration

Carline James, Lead Business Analyst, Allianz Insurance

Carline James

Lead Business Analyst, Allianz Insurance

Carline James is a lead business analyst at Allianz Insurance working within their IT Claims division. With 5 years’ experience of change management she has contributed significantly on some of Allianz’s most high profile projects. Carline believes passionately in IT and the benefits of working in synergy with her business customers. She is involved in a number of the organisations departmental initiatives around the BA service, focusing on business relationships within Allianz.  Carline has a keen interest in the BA role within Agile and emerging technologies.

Lawrence Darvill, Director, AssistKD

Lawrence Darvill



Lawrence is a Director with both Assist Knowledge Development and the UK BA Manager Forum.  Lawrence has a background in HR and staffing and has completed on development initiatives within the BA field that includes: research into the higher level capabilities of BA’s working as internal consultants and helping to establish both the Expert BA Award and BA apprenticeship scheme.  Lawrence provides guidance on developing BA capability frameworks and career planning with a number of organisations.

Rachel Henry-Jones, Senior Business Analyst, Nationwide Building Society

Rachel Henry-Jones

Senior Business Analyst, Nationwide Building Society

Rachel Henry-Jones is the 2015 joint award winner of the IIBA UK BA of the Year completion. She has worked in Business Analysis for 10 years, initially as a Lean Analyst at Lloyds TSB, subsequently as a Business Analyst/improvement partner in Welsh local government. Needing a new challenge and to test her skills in a new environment, she secured a role as a Business Analyst in Nationwide in 2014 and achieved promotion to Senior Business Analyst in 2015.

Lynda Girvan, HoP for BA and Agile Coach, CMC Partnership Consultancy Ltd

Lynda Girvan

HoP for BA and Agile Coach

CMC Partnership Consultancy Ltd

Lynda Girvan has over 25 years’ experience in business and systems development as a consultant, professional trainer and practitioner in both public and private sectors. Lynda has extensive experience of adding value to organisations at a variety of  levels including agile coaching agile or helping board level change projects. Lynda’s particular strength is applying business analysis and agile techniques together to help organisations overcome challenging business problems. Lynda explored this topic as co-author of the BCS book, ‘Agile and Business Analysis’ published in 2017.  Lyn is a Head of Professions for Business Analysis and lead Agile Coach at CMC Partnership Consultancy Ltd. She is also an examiner on the BCS BA Diploma and a regular speaker on Business Analysis and Agile topics.

Concept Modelling for Business Analysts – Making Data Modelling a Vital Technique

Alec Sharp, Senior Consultant, Clariteq Systems Consulting

Alec Sharp

Senior Consultant

Clariteq Systems Consulting

Alec Sharp, a senior consultant with Clariteq Systems Consulting, has deep expertise in a rare combination of fields – business process analysis and redesign, strategy development, application requirements specification, and data modelling. His 35 years of hands-on consulting experience, practical approaches, and global reputation in model-driven methods have made him a sought-after resource in locations as diverse as Ireland, Illinois, and India.

He is also a popular conference speaker, mixing content and insight with irreverence and humor. Among his many top-rated presentations are “The Lost Art of Conceptual Modeling,” “Modelling Failure,” “Getting Traction for ‘Process’ – What the Experts Forget,” and “Mind the Gap! – Integrating Process, Data, and Requirements Modeling.”

Alec wrote the book on business process modeling – he is the author of “Workflow Modeling: Tools for Process Improvement and Application Development – second edition.” Popular with process improvement professionals, business analysts, and consultants, it is consistently a top-selling title on business process modeling, and is widely used as an MBA textbook. The completely rewritten second edition was published in 2009, and has a “5 star” rating. Alec was also the sole recipient of DAMA’s 2010 Professional Achievement Award, a global award for contributions to the Data Management field.

Alec’s popular workshops on Working With Business Processes, Data Modeling (introductory and advanced,) Requirements Modeling (with Use Cases and Business Services,) and Essentials of Facilitation and are conducted at many of the world’s best-known organizations. His classes are practical, energetic, and fun, with a most common participant comment being “best course I’ve ever taken.”

Putting the Business into Business Architecture

Roger Burlton, President, Process Renewal Group

Roger Burlton

President, Process Renewal Group

Roger Burlton is the President of Process Renewal Group and co-founder of BPTrends Associates. He is the author of the pioneering book ‘Business Process Management: Profiting from Process’ and the standard ‘Business Process Manifesto’, now available in 14 languages. His Business Architecture column in is available to over twenty thousand readers. He developed and delivered the first Business Process and Business Architecture management classes in the world in 1991, certified today by universities in North America, Europe, Australia and South America and registered with IIBA as an official training source. He is is recognized as a world leader in transforming companies from traditional hierarchical organisations to process managed ones based on a Business Architecture model. He has led numerous initiatives to implement new business models, governance frameworks and process management capabilities for global corporations and government agencies. He continues to chair the most prominent business process conferences around the world which he has done on over forty occasions. Roger also contributed to the BABOK version 3 in the area of business process improvement. Follow Roger on Twitter @RogerBurlton.

Good Listening & Language Skills: Essential Tools for the Successful BA

Corrine Thomas, Director, Choices Coaching Ltd

Corrine Thomas


Choices Coaching Ltd

Corrine Thomas is an experienced leader and Business Analyst with over 25 years of working as an analyst across a range of industry sectors including Local Government, Healthcare, Telecommunications and Financial services. She has a proven track record of creating and transforming capability of business analysis practices and has many years’ experience of delivering business analysis on large scale change programmes. Corrine is a director of the BA Managers Forum, an oral examiner for the BCS International BA Diploma and a mentor for apprentice BAs.
Corrine is passionate about helping people make choices in their careers to balance work and wellbeing. Alongside her work as a Business Analyst, she delivers executive and leadership coaching and is involved in the development of an outdoor based wellbeing programme for individuals and organisations. She is also currently studying wellbeing as part of a Masters degree in Positive Psychology.
Tuesday 20 September 2016: Conference Day 1 and Exhibits
Conference Welcome
Keynote: Lessons from the Top: How Successful Leaders Tell Stories to Get Ahead – And Stay There

Award-winning broadcaster, author and journalist Gavin Esler is the BBC News Channel anchor and the former presenter of BBC Two’s Newsnight. In this opening keynote session, he will share how to become a successful leader in business through the art of story-telling. Incorporating first-hand ‘Lessons from the Top: How Successful Leaders Tell Stories to Get Ahead – And Stay There’ (the subject of his best-selling book). He will explain why this is a powerful means to educate, persuade, and incite change. Drawing on his thirty years’ experience of interviewing leading figures in their field—from Bill Clinton to Angelina Jolie—he will explore the role of stories in the most significant examples of leadership in recent times, translating their eerily similar elements into tools that can be applied to your own professional and personal trajectory.

Delegates will learn:

  • The importance of storytelling for leaders
  • How leaders tell stories to increase trust
  • How to construct their own stories

Keynote: Lessons from the Top: How Successful Leaders Tell Stories to Get Ahead – And Stay There
BA of the Year Award
Networking Break & Exhibits
Track 1: Tools, Techniques, Models & Methods
Track 2: BA Success Stories
Track 3: BA or not BA? Exploring Flavours of the BA Role
Track 4: Creating Organisational Agility
Track 5: Personal Attributes, Creativity and Interpersonal Skills
Processes are Different – People are Too: The Influence of Personality Traits on Business Process Optimisation

Processes are managed as the breakdown of human and machine activities, controlled by rules. For decades “activity optimisation” has been the core focus of BPM projects, using LEAN and other techniques to reduce waste and increase efficiency.  The presentation intends to address three areas on how Personality Traits affect optimisation results. Eye tracking as a User Experience (UX) technique was used in a health care project to increase the quality and reliability of doctors’ decisions, measuring the time to perform the activity and the corresponding proportion of incorrect or incomplete decisions. Based on the findings, personalized UX components were proposed in key activities. Customer Behaviour Prediction Analyses was the main focus in optimisation of recovery procedures in a Bank. Based on more than 50 variables and 10,000+ business rules we predict individual Customer Behaviour and “on-line” optimize process activities. Anxieties have enormous influence on employee behaviour, usually resulting in strong defences and looking for opportunities to protect their positions. During the step-by-step process re-engineering, employee performance deviations were followed and the corresponding level of automation was incorporated into processes at each step (to final level of 98% automatization).  Key takeaways from this session:

  • Do not underestimate People’s Personality influence in optimisation techniques
  • Real examples of process adjustments based on Personality Traits
  • The business value of different BA techniques

Share Knowledge, Perform Stronger, Better Together – Evolving a BA Practice

The BA Practice within Virgin Media was first established in 2006, an initial 20 BA’s from different operational areas were merged to form a practice. Faced with a range of obstacles Andrew & Gemma will share the highs and lows which has seen the BA practice establish itself as a team adding value, with a capability to evolve with the company without sacrificing its core BA values.  Their presentation will provide delegates with:

  • The Early Years – Sharing highs, lows, and the difference our practice has made to the company over the last 10 years
  • New Horizons – Share how our BA Practice adapted when Liberty Global acquired Virgin Media
  • Rapid Expansion – An insight to the obstacles and challenges faced to expand our practice from 50 to 100+ Business Analysts
  • Lesson Learnt – A summary of the lesson learned which hopefully delegates can take with them

The Role of a BA in Strategic Sourcing

Is strategic sourcing for business and IT just an institutional procurement process or is there a flavour of business analysis required at this stage that should be understood and acknowledged? Be it procurement of IT systems, business assets, tools to support business process or consultancy services, there is a role for BA in the Strategic Sourcing process. In National Grid, business analysts work closely with the procurement team to strategize and identify the key differentiating factors breaking the conventional stereotypes. If usability is the key criteria for end users, scenario-based evaluation criteria are designed and executed by BAs during the sourcing process.  If strategic alignment is the differentiating criterion, the request for proposal questionnaire and the requirements are devised with reference to the overall business and IT strategy. This presentation will share success stories where BAs have contributed to the strategic sourcing process to make a difference in product selection focusing on the end-user strategy be it user experience, strategic alignment, safety, reliability or low cost . Key takeaways for the audience will be:

  • Understanding the role of business analysis in the Strategic Sourcing process
  • Tools and tips for product selection aligned to stakeholder strategy
  • Success stories and best practices from National Grid
  • Ideas for identifying key differentiators using business analysis tools and techniques
  • User Experience vs. Costs vs. Reputation vs. Strategic Alignment – What is important when it comes to Strategic Sourcing?

Delegates will learn the approach, tools and techniques used for business analysis right at the start of project journey, plus tips and lessons learned from National Grid case studies, and the value proposition that a BA can bring to Strategic Sourcing process.

Using Capabilities to Deliver Organisational Agility

Organisations aspire to respond rapidly to change so that they can adapt to meet the constant challenges thrown at them.  In many cases the organisations end up re-inventing the wheel or not making use of their existing resources in terms of services, systems and people. This talk will explore the value of business architecture, and more specifically, the business capabilities, and how the BA of the future can be instrumental in understanding the architecture of the business in order to achieve organisational agility.

  • The nature of capabilities
  • How capabilities help business transformation
  • Using capabilities to build a modular organisation

In a Rut? Well Why Don't You Change? That can't be too Hard or..?

Sara, and many like her, are writing lists of lessons learned after each project or sprint they participate in. Sara has done this for many years, and not too long ago she went back and looked through her old lists and lo and behold some things were recurring. How come? Why didn’t she improve? Why did she continually make the same mistakes over and over again? Why did she let these “bad” habits stop her from achieving the “perfect project”? Sara set out to find out why and what she could do to change her behaviour. This is a story about her journey so far, and what she has learned about habits, motivation, and behavioural change. It is a story about Sara’s ongoing struggle towards a “better me” and that perfect project. The presentation will:

  • Cover some theories about motivation and behavioural change
  • Share some of the speaker’s change successes and pitfalls
  • Give you an idea what is needed to facilitate your own change management as well as others

Processes are Different – People are Too: The Influence of Personality Traits on Business Process Optimisation

Andrej Guštin, CEO, CREA Plus

Andrej Guštin



Andrej Guštin has more than 15 years’ experience in large-scale project management, business process management, consulting, training, functional design, touch points design, development and deployment, Information Technology and portal implementation. He has successfully led many business process, functional and technical projects in a variety of industries and companies. Andrej Guštin has been a Vice President of IIBA CHAPTER SLOVENIA since 2009. He holds a Master of Science Degree and a Certificate in Business Analysis. In his spare time, Andrej enjoys cycling, cross-country skiing and diving.

Share Knowledge, Perform Stronger, Better Together – Evolving a BA Practice

Andrew Gilbert, Principal Business Analyst, Virgin Media

Andrew Gilbert

Principal Business Analyst, Virgin Media

Andrew Gilbert is a Principal Business Analyst at Virgin Media aligned to Technology & Transformation Dept. Over the past 10 years Andrew has developed a reputation for delivering Business Analysis to a high standard with particular interest in raising the profile of the BA role and value the BA brings to the workplace. Andrew enjoys public speaking and had the pleasure of speaking at the 2012 and 2014 IRM UK BA Conference.

Gemma Bacon, Senior Business Analyst, Virgin Media

Gemma Bacon

Senior Business Analyst, Virgin Media

Gemma Bacon is a Senior Business Analyst at Virgin Media working in Andrew’s Portfolio within Technology and Transformation supporting multiple projects. Gemma has many years of experience leading large complex projects within the BA environment. One of Gemma’s interests is to look for ways to improve the BA working community within Virgin Media.

The Role of a BA in Strategic Sourcing

Dhanya Nandakumar, Senior Business Analyst, National Grid

Dhanya Nandakumar

Senior Business Analyst, National Grid

Dhanya Nandakumar is a Senior Business Analyst working for National Grid. Dhanya has extensive Business Analysis experience of 12+ years working for both end user organisations as well as for an IT services organisations. Her interest is to ensure that the products and services selected undergo the due diligence; analysed in detail and are in the best interest of the end users without compromising quality.

Ranjna Sharma Narayan, Lead Business Analyst, National Grid

Ranjna Sharma Narayan

Lead Business Analyst, National Grid

Ranjna Sharma Narayan has over 15 years in the IT industry, with involvements in a variety of areas covering IT consulting in manufacturing and product development for enterprise applications. Ranjna has been a business analyst for the past 4 + years working in the automotive manufacturing industry and has been with National Grid for the past year. This breadth of experience in IT has provided Ranjna with a far more rounded perspective to problem solving within the business, cementing her role as lead business analyst.

Using Capabilities to Deliver Organisational Agility
In a Rut? Well Why Don't You Change? That can't be too Hard or..?

Sara Lignell, Senior Business Analyst, Sigma ITC

Sara Lignell

Senior Business Analyst, Sigma ITC

Sara Lignell is a senior Business Analyst with Sigma ITC in Gothenburg. She began her career working with usability and UIX for a pharmaceutical company. After several years in the secure fold of a major company she left for the more challenging world of working as a consultant. She also began her move from UIX and usability into the sphere of BA with detours into test and test management every now and then. As a consultant she has been working in the private as well as the public sector, for small, medium and large companies and in the areas of test as well as BA. This has given her an extensive and sometimes unorthodox view of her role as a BA. This may not always make her life easy but it sure makes it interesting.

Using BPMN as a Communication Tool Between the Business and Technology

Business process modelling is a key part of understanding and restructuring the activities and information an enterprise uses to achieve its business goals more effectively.

To increase user productivity and promote process consistency across the firm, a technology initiative to digitise these business processes and consolidate human tasks by onboarding onto a single firm wide workflow platform has been ongoing for several years. This required substantial interaction between business users and technology, with BPMN serving as an important tool in iterating through requirements for business process enhancements. In addition, BA skills have played an essential role in defining an impactful onboarding process at a firmwide scale and the governance around it, promoting standardised tooling and notations, and the training of people. Learning objectives:

  • Overview of process modelling and digitisation
  • Value of modelling to business users and the BA role
  • Use cases and impact of key BA techniques

How Well Does Your Organisation's Performance Management System Work for Your Business Analysts?

As a BA Practice Lead, are you measuring the real indicators of BA performance?
As a BA, is your performance being assessed on your true contribution?
To what extent is project success an indicator of good BA performance?

This session aims to answer these questions.

With so many factors influencing Business Analysis, it can be a challenge to identify the true indicators of good BA performance.  This subject is one that is frequently raised by both practicing BAs and their managers, who face the challenge of assessing BA performance, often working with organisational processes that were designed for operational staff.

Disgruntled with the dearth of published advice, a group of practicing BA Managers conducted empirical research to establish the true state of play in measuring BA performance, using the findings to design a best practice framework. Their research will be presented, along with case studies from organisations using the framework.

The Life and Times of an International BA

From divestment projects in three continents to implementing new products closer to home in Germany and the Netherlands, trying to combine the challenging analysis requirements of a large financial business driven by formal governance with the smaller, delivery focussed off-shore offices can often be the life of an International BA.

The presentation provides an overview of John’s professional life over the last five years, showing how he managed the many faceted deliveries whilst keeping stakeholders on board across diverse locations, cultures and expectations, often working with colleagues whose jobs were being transferred to other organisations or ending.

He will show how to achieve this successfully with a combination of:

  • Stakeholder Management
  • Collaborative Working
  • Pragmatism

Delivering a Large Programme Using an Agile Approach

This presentation provides the case study of how a multi-million pound Critical National Infrastructure (CNI) Programme was delivered using an Agile approach.

It provides detail of how due to a combination of factors including; a lack of clarity over business requirements, changes to the operating model and teams still understanding their role in the new organisation resulted in a failing programme changing their approach to an Agile methodology  to create acceleration and momentum and re-engage the business. Delegates will learn:

  • Ways of applying and adapting Agile methodologies to large programmes
  • Outcomes of the Retrospectives – What did we start doing, stop doing and what will we continue to do?

Think Like an Analyst, Act Like a Consultant

Business Analysts are often labelled as the internal consultant, yet their influence seems to be over-shadowed by the external consultant. Why is that? Why are internal ideas often ignored in favour of external advice? The difference lies in HOW consultants think and HOW consultants deliver. We live in a complicated world, where business problems are inherently complex. Throw in market pressures, demanding stakeholders and organisational politics and even the most straightforward of desired outcomes require intricate solutions. Despite technology solutions being readily accessible, services being easily customizable and a growing pool of talented people readily available to deliver them, projects are still strained and the majority still failing! Having a solid foundation of Business Analysis and its associated deliverables, tools and techniques may land you on the next enterprise project, but having the right blend of soft skills and corporate street smarts is what is going to get the job done successfully. This session shares ‘9 Secrets To Deliver Like a Consultant’. Packed with observations, insight and ideas, Mohamed suggests the behaviours and traits that make up a successful consultant and shape their delivery.

  • What does it mean to be a Consultant and how that is different to being a project BA
  • Establishing a Consulting Delivery framework on a project to set up for successful delivery
  • How to manage multiple stakeholders and get them to work towards a common goal

Using BPMN as a Communication Tool Between the Business and Technology

Richard Parker, Director of Change & Transformation, Lane4

Richard Parker

Director of Change & Transformation


Richard Parker has a successful career in elite sport, having been involved in Team GB’s success through the last nine Olympic Games. He has worked with every Olympic and Paralympic sport, plus professional rugby, football and F1 teams. Career highlights include being part of the support team of the GB rowing and hockey teams in the build up to their Olympic success in London 2012 and running the McLaren F1 training camps in the years they were World Champions. As a former professional rugby player, he also brings his own first hand account of what it feels like to be dropped, several times! This has given him a true insight into elite performance. Richard is now Head of Client Services at Lane4 and works with leading FTSE 100 organisations to help sustain performance and resilience through times of large-scale change. He also has significant expertise in creating and implementing strategies to lead organisations to extraordinary success.

How Well Does Your Organisation's Performance Management System Work for Your Business Analysts?

Michelle Shakesheff, Business Analyst Manager

Michelle Shakesheff

Business Analyst Manager

Michelle Shakesheff has been leading business analysis teams for twelve years, and has extensive experience of running communities of practice for both business analysts and project managers in organisations including ING, LeasePlan and Zurich. Michelle is a longstanding member of the BA Manager Forum and a Chartered IT Professional, and has worked with the BCS on a number of their product development panels for BA Diploma modules. Michelle is a committed advocate for the business analysis profession and has a passion for building and maturing business analysis practices.

Craig Rollason, Head of Global PMO, National Grid

Craig Rollason

Head of Global PMO

National Grid

Craig Rollason has 30 years experience in the IT industry working across manufacturing, government and utility sectors. He currently manages the business analysis and solution architecture practice at National Grid. He is a contributor to the BCS publication on business analysis as has been a regular presenter at the IIBM conference covering topics such as BA performance management, BA Practice Hubs, and developing BCS practices. Craig’s team have also hosted several IIBA chapter events to help BA’s with their professional development. In 2017 craig worked in partnership with Aviva to form a  mutual mentoring scheme for BAs. He also took part in the IIBA mentoring scheme. Craig’s interests in recent years have been focused on people development, facilitation and coaching skills. Follow craig on Twitter @cr2402.

The Life and Times of an International BA

John Curtin, Lead Business Analyst, Lloyds Banking Group

John Curtin

Lead Business Analyst, Lloyds Banking Group

John Curtin has over 25 years’ experience with the financial section, the last 12 of which have been with IT as a Business Analyst. He currents leads the BA function within the Europe Systems division of Lloyds Banking Group, but has performed analysis and testing across a number of areas including the Branch Network, Estate Agencies and Document Composition. John has lead the analysis on a wide variety of projects within the International division, working closely with senior stakeholders across the LBG Group and its international locations.

Delivering a Large Programme Using an Agile Approach

Adam Blair, Lead Business Analyst, National Grid

Adam Blair

Lead Business Analyst, National Grid

Adam Blair is a Lead Business Analyst at National Grid with 6 years’ experience as a Business Analyst with over 10 years’ experience within the Utilities Industry.  An experienced Business Analyst with good working knowledge of Best Practices he has worked on a number of large Programme deliveries. During his career as a Business Analyst he has specialised in process modelling (An accredited ARIS Business Modeller trainer), Data Management and Agile project management techniques.

Think Like an Analyst, Act Like a Consultant

Mohamed Bray, Engagements and Practice Manager, Saratoga Software

Mohamed Bray

Engagements and Practice Manager, Saratoga Software

Mohamed Bray is a senior manager at consulting firm, Saratoga, a Cape Town based technology enablement consulting firm.  Over and above the business of consulting, Mohamed leads a team of Analysts and Project Managers and continuously works towards improving the maturity of organisational delivery practices within his consultancy and the industry at large. Mohamed is a member of the University of Witwatersrand’s Information Systems Advisory Board as well as a consultant to the University of Cape Town’s 2nd year IS Department.   From an IIBA involvement, Mohamed has served on the South African National Board as Treasurer and Director, later becoming Chairman of the Western Cape Committee, in order to promote and enhance the Business Analysis profession in South Africa.  Mohamed has consulted for the last 14 years with a key focus on the Financial Services, Retail and Government (revenue services and tax). Follow Mohamed on Twitter @mo_bray.

12:30 - 14:00
Lunch & Exhibits
PERSPECITVE SESSIONS: Building BA Capability: How to Collaboratively Develop your BA Practice

Ever wonder how your BA Practice stands with its peers in the wider BA community? Do you wonder how your stakeholders view your BAs? Great ideas on how to fine-tune your BA Practice but not sure where to focus your efforts? Chloe and Ross from North Highland introduce North Highland’s three step approach, utilising the unique BA Capability Model & Assessment process for building BA Capability. By following this, we believe you can make the rather daunting task of building BA Capability much easier….come and find out for yourself!

Sustainable Business Analysis - Successful Business Analysis as a Service

This presentation will help you understand the components of a successful Business Analysis as a Service Model from the perspectives of customers, clients and suppliers compared to more traditional BA models. This will be brought to life by exploring what needs to be considered in order to set up a successful service model and leave a sustainable Business Analysis capability within an organisation, through sharing our experience and real life examples.

13:15 - 13:40
PERSPECITVE SESSIONS: Building BA Capability: How to Collaboratively Develop your BA Practice

Ross Capel, Service Delivery Manager, North Highland

Ross Capel

Service Delivery Manager, North Highland

Ross Capel manages the North Highland BA Capability team, as well as service delivery across various clients.  As a BA and BA manager, he has more than 19 years of experience, gained across a wide variety of industries including payments, government, media, telecommunications, not for profit, pharmaceutical and defence.

Chloe Barnett, BA Capability Lead, North Highland

Chloe Barnett

BA Capability Lead, North Highland

Chloe Barnett is a BA Capability Lead at North Highland and has experience assessing and building the BA Capability of client’s BA Practices.
Previously Chloe has 8 years of experience working as a BA within Retail, Agriculture and Logistics industries.

Sustainable Business Analysis - Successful Business Analysis as a Service

Louise Nickson, Senior Manager, Deloitte

Louise Nickson

Senior Manager, Deloitte

Louise Nickson focuses on transformation within the retail banking sector, as a Senior Manager within Deloitte’s Technology Consulting practice. Over the past 14 years Louise has supported her clients on both small and large scale transformations bringing her industry knowledge, inquisitive nature to provide both strategic and pragmatic solutions to her client’s most challenging problems
Louise is an ISEB qualified BA, a Member of the Chartered Institute for IT Professionals and studied Computer Science from the University of Bristol.

Chris Doughty, Manager, Deloitte MCS Ltd

Chris Doughty


Deloitte MCS Ltd

Chris has worked at Deloitte for 9 years, specialising in business analysis work across the project lifecycle in the Public and Private sectors. Chris is passionate about innovating approaches to design and analysis work and developing solutions that are user and/or customer-centric.

KEYNOTE: KEYNOTE: My Journey through 30 Years of Business Analysis

30 years in Business Analysis has provided Kim with a great rewarding career and opportunities to influence, drive and make a difference to People, Processes and Business Strategy.  Kim will share her career story in a way that demonstrates the differing roles of an analyst, the skills of an analyst and the difference an analyst can make in both a business and change environment.

  • Analysis skills can be used in many roles providing rich career opportunities
  • The role of the Business Analyst continues to evolve
  • Having a passion for analysis gains credibility and confidence in stakeholders

14:00 - 14:45
KEYNOTE: KEYNOTE: My Journey through 30 Years of Business Analysis
14:45 - 15:15
Networking Break & Exhibits
Who Knows Best– Analysis, UX, Designers and the Stakeholder

More and more in this age of responsive and adaptive design the Agile BA needs to collaborate, bring together and mediate between parties with sometimes diametrically opposed opinions to help shape and define requirements. Where previously we had the stakeholder give us requirements, we now have UX experts and designers and a variety of well-meaning stakeholder ‘experts’ all feeding in to give their ‘considered’  and often contradictory views to derail all our best plans to understand what’s really needed.

This presentation is a slightly tongue in cheek look at the pitfalls and some simple ways of avoiding them using a case study from a previous company including:

  • If it can go wrong it will go wrong
  • User Journeys
  • Managing scope
  • A suggested approach

When Functional Requirements and Business Rules Meet: A UAT Success Story

Imagine being responsible for maintaining blood stocks in hospitals.  Now imagine automating that process for the first time in the UK. You find out that every hospital has slightly different rules about what they want in stock and that you need to cater for differing demand at different dates and times. How do you test that the system being implemented will do what it’s supposed to, every day, for every single hospital?
This presentation will take the audience through a specific real-life case study where the BA was pivotal to ensuring the success of complicated UAT. It will describe: how a set of business rules were mapped to functional requirements; how these rationalised into a minimum set of mutually exclusive test scenarios taking a risk-based approach; how test data was constructed to give specific, repeatable and reproducible results; and lessons learned. Key learning:
•    How requirements can be tracked against multiple test scenarios
•    How UAT can cover functional requirements and business rules efficiently
•    How the BA role can overlap that of a Data Analyst

The BA as a Business Partner in a Medium Sized Company

Business Analysis is critical in modern change initiatives, in the introduction of both technical and business change, but often the ways of working are heavily geared to large organisations. As BAs in a medium sized company, where you are often the only analyst on a project, Alex and Andy will show you how to become more than just a BA, providing a veritable business partnering service to help customers through the lifecycle of change: cradle to grave.

They will show you how they guide stakeholders through the development of departmental and product roadmaps, to investment appraisals, right through to Agile software delivery. They will talk you through two examples of the critical value chains where we take “good ideas” into tangible outcomes:

  1. Publishing, Production to Content Delivery: refocusing planning and delivery on strategic value
  2. Lead to Cash: making change matter when it isn’t a differentiator

Key Takeaways:

  • How to take your role as a Business Analyst a lot further and become a true business partner for your organisation
  • Adding value as a Business Analyst with a thorough understanding of the full context of (a part of) your business – going from long term roadmaps through to delivery of change
  • What is life as a BA like in a “medium” sized company where just enough is good enough

Business Analysis in the Agile Landscape

usiness Analysis and Agile software development is still seen by many as contradictory, why is that? Patrik’s experience is that Agile projects certainly benefit from the Business Analyst’s toolbox yet he finds that it is seldom applied or even available, what is the hindrance? We see the success stories of Business Analysis but in many places little change, how can that be? As a long-time practitioner of Agile Patrik will in this session let you in on a few secrets because you see; he also is a Business Analyst.

Delegates will learn:

  • Why the traditional stereotype of the Business Analyst role should not exist in Agile projects
  • What benefits Business Analysis can offer Agile projects
  • How to incorporate Business Analysis successfully in Agile projects

Mapping Customer Emotions – Requirements for a Modern Metro

This was the challenge in the work of building Sydney Metro, Sydney’s newest and largest public transport project. The design of Sydney Metro needed to address not just the delivery of the Metro but make a compelling transportation solution that delivered a product from before people left home to the time they returned, and convince 3-car households this was a good idea. Getting the right requirements is key to this activity and understanding customer emotions is critical in designing a system for 2019, 2024 and beyond. Andrew will cover:

  • How customer emotions can be mapped
  • The relationship between these emotions and the take-up of the product
  • Examples of how this challenges traditional requirements thinking and how this can be overcome

15:15 - 16:05
Who Knows Best– Analysis, UX, Designers and the Stakeholder

Paul Marko, Head of Business Analysis, Capita Travel & Events

Paul Marko

Head of Business Analysis, Capita Travel & Events

Paul Marko is Head of Analysis at Capita Travel & Events. Prior to that he was Solutions Manager at Screwfix heading up a team of Architects and Analysts. With a wide experience across a variety of types of projects, his main areas of skill lie in multichannel and the digital world and an Agile approach to delivering these.

When Functional Requirements and Business Rules Meet: A UAT Success Story

Ashley Watson, Senior Business Solutions Analyst, NHS Blood and Transplant

Ashley Watson

Senior Business Solutions Analyst, NHS Blood and Transplant

Ashley Watson is a Senior Business Analyst in the public healthcare sector for NHS Blood and Transplant where he has worked for 8 years.  Building on a Biomedical Science degree, Ashley has obtained a number of qualifications that developed skills that easily transfer into those required by a Business Analyst including a PhD in Biochemistry, a PGCE (Science), PRINCE2 (practitioner) and most recently a BCS International Diploma in Business Analysis.  He is proud of his extensive domain knowledge of Healthcare Sciences and he also possess experience in the fields of ICT, research, education, manufacturing, project management and operational improvement.

The BA as a Business Partner in a Medium Sized Company

Alex Richardson, Business Analyst Capability Lead, IOP Publishing

Alex Richardson

Business Analyst Capability Lead, IOP Publishing

Alex Richardson is a seasoned business architect and analyst and currently runs a team of 5 in-house and contract business analysts at IOP Publishing. Alex has over 12 years’ experience in the Publishing, Consultancy and Defence industries where he has worked as a BA, a leader of BAs and a systems engineer. His experience varies from large scale billion pound defence waterfall acquisition projects to small scale Agile scrum projects and most things in-between.  Alex is a passionate BA with interests in company strategy, process improvement and managing effective change and spends a lot of his time facilitating strategic workshops and getting complex projects off the ground. Follow Alex on Twitter @alexrich4rdson.

Andy Barnes, Business Analyst, IOP Publishing

Andy Barnes

Business Analyst, IOP Publishing

Andy Barnes has 10 years of varied change management experience, crossing public and private sectors in the IT services, Publishing and Defence industries. Having taken on a number of change management roles, Andy has decided to focus on the aspect of change he most enjoys, Business Analysis. Andy is a member of the Institute of Engineering and Technology and is passionate about approaching each new challenge with a blank sheet of paper.

Business Analysis in the Agile Landscape

Patrik Osbakk, Director, Black by Blue

Patrik Osbakk

Director, Black by Blue

Dr. Patrik Osbakk, director and consultant at Black by Blue, is a manager of businesses and technology. As a consultant he helps clients make the right decisions and take effective actions. He challenges conventions, design quality solutions, and produce sustainable results. With true passion and hard work no challenge is too great, no detail is too small.  Patrik has held key responsibilities and leadership positions at Sony Mobile Communications, Jayway, and Waylabs as well as helped several global clients as a consultant. He holds a Ph.D. in Computer Science from the University of Kent.

Mapping Customer Emotions – Requirements for a Modern Metro

Andrew Kendall, Senior Manager, Customer Experience, Sydney Metro, Transport for NSW

Andrew Kendall

Senior Manager, Customer Experience, Sydney Metro, Transport for NSW

Andrew Kendall believes that solving problems creatively drives better results for change programs. At age 15, he’d impressed the people at the Lego toy company so much they hired him. Since this very first job, Andrew is a now a successful Leader, Consultant and Facilitator specialising in the area of Customer Experience and collaborative design including imaginative and creative ways to elicit Customer requirements from stakeholders.
Andrew is co-author of “Business Analysis & Leadership”, and a contributor to and warranted trainer in the Volere methodology.  Andrew holds an MBA from the University of Technology, Sydney with a Major in Strategic Information Technology and a Diploma in Marketing Management. He is a member of the IIBA and the UTS Alumni. Andrew also volunteers and consults to children’s hospitals, designing play programmes for volunteers after leading a programme at London’s Great Ormond Street Hospital for Children. Follow Andrew on Twitter @andrew_kendall.

The Shoe's on the Other Foot – Stepping Towards Knowing Your Customer

The Sheffield Hallam University BA team has, over the last 2 years, developed a Continuous Improvement Service which has been received extremely positively.  Part of their success has been their ability to recognise and understand what tools work and how to apply them, to provide the most beneficial outcome for all involved.

In this session Claire and Joanna will share how they have adapted the Customer Journey Mapping and Persona tools to provide a simple and effective way to support the business in viewing their processes from their customers’ eyes (something which the University has often struggled with).

The session is interactive to demonstrate our approach to the tools. Participants will:

  • Understand how they use personas and will create their own
  • Visualise a customer experience and understand the touch-points
  • See practical examples of how these techniques have been used effectively
  • Understand how to link customer expectations to process improvement

Building a Practice Communication Strategy

As Business Analysts communication is at the heart of everything we do.  We regularly contribute to customer and employee communication strategies within our projects.  It is fitting then that we should apply our best practice methods to our communication with each other.  This session will survey thought leadership in Internal Communications, explore the components of an effective Communication Strategy and provide a case study of how these have been applied in Nationwide Building Society’s Business Analysis Practice – building a community among the 350 Practitioners who are deployed across nine varied portfolios of work in four localities.  Attendees will learn:

  • The role of communication in maximising employee engagement
  • How to embed Practitioner Centricity into an effective Communication Strategy
  • How to mature the communication infrastructure with Continuous Improvement

Creating the Perfect BA Mix

What do organisations need from Business Analysts in the 21st Century? And what skills do BAs now need to possess to demonstrate their value to the organisation?

Nationwide’s BA Practice has significantly developed away from its traditional, requirements-focused service offering. Now offering a full ‘playbook’ of services, underpinned by a first-class ‘mix’ of BA professional roles and skillsets, BAs are more in demand than ever before.

This presentation covers:

  • The approach that BA Practice leaders have taken to create, promote and grow a new BA ‘mix’
  • How BA skillsets have diversified, resulting in increased value and visibility to senior stakeholders
  • How Senior BAs are being seen in the organisation as lead innovators, influencers and visionaries.

In this session you will learn:

  • How to create a popular BA ‘mix’
  • How to sell a new brand to the business
  • How to grow the BA brand

Business Analysis in a (FR)Agile Environment

Most companies work with Onshore / Offshore IT development where the team are distributed across different countries and cultures. This means that todays Business Analyst has greater responsibility in order to deal day to day with people from those different cultures who are also stretched geographically to facilitate change. Add Agile development to this environment and the successful delivery of software and business change can feel more (FR) Agile, than Agile. This presentation will identify the key challenges faced by Aviva in running Agile projects in a distributed team and identify some creative strategies that demonstrate how the BAs at Aviva have added value to the mix to make it work.

The key messages to be taken away:

  • Collaboration – how can we work as one team and ensure everyone maintains focus on delivering the customer outcome?
  • Communication – How can we communicate effectively in a distributed environment?
  • Cultural – How can we empower our offshore colleagues to be part of an evolving & self managing team and not ‘report to us’?

Leading Analysis

Research clearly indicates that a major cause of project failure is because the business needs have not been fully understood and therefore cannot be delivered. The responsibility for eliciting and effectively conveying these needs to the project falls to the Business Analyst, a role which often sits low in the project hierarchy with little authority or control. Business Analysts typically go unheeded since they are dependent on influence or formal escalation to make their voices heard. This session will examine Informal Leadership and how this approach can help the Business Analyst overcome issues of organisational hierarchy. It will challenge commonly held perceptions linking leadership with positional authority, and will look at leaders through the eyes of followers. Finally it will introduce techniques which Business Analysts can use to create followers that will enable them to deliver. Delegates will learn:

  • How Business Analysts can act as leaders in their role
  • The importance of followers
  • Techniques that can generate and influence followers

16:15 - 17:05
The Shoe's on the Other Foot – Stepping Towards Knowing Your Customer

Joanna Solecki, Business Improvement Manager, Sheffield Hallam University

Joanna Solecki

Business Improvement Manager, Sheffield Hallam University

Jo Solecki joined Sheffield Hallam University as a Business Analyst in 2007 and is currently Business Analyst Manager at Hallam. Previous employers include Capita Hartshead and DWP where Jo was also a Business Analyst. Jo is involved in all areas of Business Analysis but admits that working with different people daily is the best part of the job.

Building a Practice Communication Strategy

Robert Gurton, Business Analysis Practice Manager, Nationwide Building Society

Robert Gurton

Business Analysis Practice Manager, Nationwide Building Society

Rob Gurton is a Business Analysis Practice Manager at Nationwide Building Society line managing, coaching and mentoring business analysts in the Mortgages and Savings team.  Rob has responsibility for a number of areas of Practice life including practice communications and employee engagement.  Rob first cut his teeth as a Business Analyst in telecommunications and has explored much of its scope including process improvement, waterfall and Agile IT development, Business Intelligence, Business Architecture and Strategy.

Creating the Perfect BA Mix

Rachel Henry-Jones, Senior Business Analyst, Nationwide Building Society

Glenn Hook, BA Practice Manager, Nationwide Building Society

Glenn Hook

BA Practice Manager, Nationwide Building Society

Glenn Hook is a Business Analysis Practice Manager at Nationwide Building Society.  He has been employed in change roles for over ten years with a main focus on Business Analysis.  Glenn has led the analysis on a significant number of programmes during his time at Nationwide before deciding to focus his efforts on supporting the growth and development of the BA Practice.  Passionate about developing future Business Analysis talent Glenn is interested in listening to new and innovative ways to do so.  Glenn is a member of the UK BA manager forum and enjoys participating in webinars and on-line discussion about Business Analysis.

Business Analysis in a (FR)Agile Environment

Menaka Shanmugavadivelu, Senior Business Analyst, Aviva Health, UK

Menaka Shanmugavadivelu

Senior Business Analyst

Aviva Health, UK

Menaka has over 14 years of experience following her degree in Computer Technology and post graduation in MBA. Menaka has predominately worked in Financial Services sector which includes working in India for 7 years and 8 years in UK. She had an opportunity to work with leading FS companies like Prudential, Capita, Zurich, Met Life, SJP and Aviva delivering multiple projects that include Digital Apps , Data Analytics and Regulatory projects in both waterfall and Agile methodologies.  As a Business Analyst, Menaka advocates the Agile way of working and shares her knowledge with the wider BA community. She has presented in the IIBA Business Analysis Conference Europe in 2016 on Distributed Agile titled “BA in a Fragile environment” and in the Innovation, Business, Change and Transformation Conference Europe” in March 2017. Menaka is also a volunteer for the IIBA south West and has also presented at the South West conferences. Outside work she is mother of two and enjoys networking and also sharing her knowledge through presenting in conferences and mentoring. You can follow her on twitter @mptwitts or connect her on Linked In.

Leading Analysis

Ian Huke, Consultant, Build-BA

Ian Huke

Consultant, Build-BA

Ian started his professional life as a Litigation Lawyer, before quickly moving to work in technology and change.  He now provides interim management and consulting services, focused on leading and developing organisation’s change capability.  He is an advocate of business analysis and its key role in leading the design of valued experiences and valuable outcomes.  His focus is developing people, culture and governance that can meet the demand for fast and flexible change.  His experience covers a wide variety of organisations ranging from ftse100 companies to start up software houses, predominantly in the financial services sector.

Mike McClellan, ThinkingOn

Mike McClellan


Mike McClellan specialises in helping companies generate sustainable high performance through people.  He believes that when people are led well, use their strengths, feel engaged, motivated and valued then they willingly put in more effort – which delivers great performance.  Mike works with a number of global multinational clients focusing on employee and team engagement, leadership development and strengths-based working.  He draws on 15 years’ experience of developing leaders, as well as personal insights gained in the armed forces.

17:05 - 18:20
IIBA UK Drinks Reception Sponsored by AssistKD
Wednesday 21 September 2016, Conference Day 2 & Exhibits
09:00 - 09:10

Lucy Ireland, Managing Director, BCS Learning & Development Ltd

Lucy Ireland

Managing Director, BCS Learning & Development Ltd

As Managing Director of BCS Learning and Development Ltd, Lucy Ireland is responsible for the delivery of world class standards in certification and education for the IT and digital industries. An astute, insightful and down-to-earth business woman, Lucy has been a learning and development professional since 1993 and brings clarity to the complexities of the training sector.

KEYNOTE: Beyond Budgeting – an Agile Management Model for New Business and People Realities – the Statoil Implementation Journey

Bjarte will discuss the problems with traditional management, including budgeting

He will cover the Beyond Budgeting principles and companies on the journey.  Statoil’s “Ambition to Action” model will be discussed:

  • Redefining performance – dynamic and relative with a holistic performance evaluation
  • Dynamic forecasting and resource allocation and no traditional budgets
  • From calendar-driven to event-driven; a more self-regulating management model

Bjarte will share his Implementation experiences and advice on how to effectively implement this.

Delegate takeaways:

  • Understand the systemic problems with traditional management, including budgeting
  • Understand how Beyond Budgeting addresses these problems
  • Case study insights from ten years of Beyond Budgeting experience at Statoil

09:10 - 09:55
KEYNOTE: Beyond Budgeting – an Agile Management Model for New Business and People Realities – the Statoil Implementation Journey
09:55 - 10:25
Networking Break & Exhibits
Track 1: Tools, Techniques, Models & Methods
Track 2: BA Success Stories
Track 3: BA or not BA? Exploring Flavours of the BA Role
Track 4: Creating Organisational Agility
Track 5: Personal Atrributes, Creativity and Impersonal Skills
"And then the Magic Happens": What BAs can Learn from the World of Magic

On projects, it often feels like our stakeholders expect us to be magicians.  They expect us to carry out high quality work with far less time and resources than we really need.  We have a broad and varied toolkit, but sometimes it feels like we need some real magic to make our projects work.

But what if we really could use magic?  Or at least the techniques from a magician’s toolbox?

In this interactive session Adrian Reed explains how a chance meeting with a Magician challenged the way he thought about Business Analysis.   You’ll hear:

  • A range of techniques from magic, conjuring and mentalism that have parallel applications in the world of business analysis
  • The importance of audience management, and what this means for BAs
  • How to avoid “magic for magicians” (or “analysis for analysts”)

You’ll take away practical tips and techniques, whilst seeing some magic tricks too.

Sharing Our Experience: The Key Components to a Successful BA Practice

Establish a best practice tool kit – Sharing our experience and demonstrate how to establish a best practice toolkit and how we’ve become an incubator for wider Business Analysis throughout our organisation.

It pays to advertise – How we have shared BA knowledge to underpin the value of BA’s with the business but be aware that publicity drives increased demand for your finite BA resources!

Early engagement – How our BA practice has evolved and developed to encompass Pre-project capabilities and pre-business case engagement and the benefits delivered to the business.

The 3 key messages from our presentation will be;

  • Establish a best practice tool kit as your first foundation
  • It pays to advertise, share your knowledge and aspire to trusted status within your business
  • Strive for early BA engagement opportunities, saving your organisation time and money

Learning to Love Regulatory Change

Regulatory change projects are often seen as the unsexy side of business change. Projects forced onto the business by external factors which deliver no business benefit being driven by stakeholders who would rather be working on something else. That was certainly Wybren’s view of things a few years ago.

Over the years his view has changed. Working with regulators in all industries provides the BA a combination of challenges and opportunities which can make working on these projects a rewarding prospect.

Regulatory projects redefine how you view and handle your project stakeholders and artifacts. Dealing with that colleague on the 2nd floor might be difficult, but have you tried speaking to the Inland Revenue Service recently?

In this session Wybren will share his experience and the experience of others in delivering regulatory change. You will take away an understanding of:

  • Unique skills BAs bring to regulatory change
  • New abilities you can learn
  • How to have fun while doing it

Think It, Say It, Do It

Learn how a leading international insurance company has embraced innovation in soliciting ideas from employees across 21 countries, towards improving the overall customer experience. The IT department at AXA Partners – Credit & Lifestyle Protection Business, experienced in solution delivery have overcome the challenges of gaining business insights, encouraging a culture of innovation and taking concepts through the requirements gathering methods; while at the same time leaving behind the traditional waterfall development model for a new Agile delivery process. Key discussion points include:

  • The Tools for building a Culture of Innovation
  • A new approach to BA methods in an Innovative & Agile work environment
  • Stronger engagement in business lead in requirements gathering process

BA Happiness Project

Being happy is good for you, for the people around you, your employer and society as a whole. Happy people are more likely to secure job interviews, to be evaluated more positively by their manager once in a job, to show superior performance and productivity, and to handle managerial jobs better. The benefits to individuals and organisations are well documented – but few organisations really understand the value of a happy workforce.

This session will cover current theories and research on happiness, the benefits of happiness and the personal stories of two BAs who used their Business Analysis skills and techniques to undertake self-reflection and self-improvement to move towards a happier life. Key learning points:

  • Benefits of happiness
  • Link between happiness and professional success
  • Using BA techniques to understand ourselves

10:25 - 11:15
"And then the Magic Happens": What BAs can Learn from the World of Magic
Sharing Our Experience: The Key Components to a Successful BA Practice

Matthew Scott, Business Analyst Team Manager, University of Southampton

Matthew Scott

Business Analyst Team Manager, University of Southampton

Matthew Scott has worked as a Business Analyst and Project Manager for 15 years within retail, travel industry and higher education sectors.   During that time he has worked on a variety of business change projects within retail for EPOS systems, customer loyalty schemes within the global cruise industry and student systems projects within higher education.  He is passionate about team working and for the last 2 years has been developing a team of Business Analysis Practitioners and aligning the BA team to ensure best practice under pins the teams work at the University of Southampton.  Alongside managing a team of BA’s, he is involved in leading Business Continuity Planning and disaster recovery activities for the University of Southampton.

Michael Hall, Business Analyst, University of Southampton

Michael Hall

Business Analyst, University of Southampton

Michael Hall has over thirty five years’ experience of IT delivery and support.  He has worked as a developer, project manager and Business Analyst in the Financial Industry and Higher Education, Including 20 years at JPMorgan and 15 years at the University of Southampton.  He passionately believes that the profession of Business Analysis is a vital component in every successful organisation and seeks to demonstrate this in every engagement.  In addition to being a BCS Diploma trained Business Analyst he is also a professionally qualified psychodynamic counsellor.  He incorporates his understanding of the importance of listening to people and helping them make sense of their needs and issues into his Business Analysis practice.  ‘It is usually human factors that decide whether a project is successful or not, rather than technology and I strive to develop close working relationships with stakeholders at all levels to ensure that get want they need’.

Learning to Love Regulatory Change

Wybren den Breejen, Lead Business Analyst, Old Mutual Wealth

Wybren den Breejen

Lead Business Analyst, Old Mutual Wealth

Wybren den Breejen has over a decade of experience as a Business Analyst. He has worked with companies and project teams in a number of organisations as different as Queensland Police Service (weapons licensing) and Nutricia (baby food advice service). For the last 4 years Wybren has been a lead Business Analyst for Old Mutual Wealth with a particular project emphasis on regulatory change delivery. Wybren has worked on many of the financial services regulations: Solvency 2, PRIIPS, MIFID2, IDD, 2015 CASS, EU General Data Regulations, 4th Money Laundering

Think It, Say It, Do It

Paul Ryan, IT Operations Manager, AXA Partners - Credit & Lifestyle Protection

Paul Ryan

IT Operations Manager, AXA Partners - Credit & Lifestyle Protection

Paul Ryan is currently the IT Operations manager at AXA Partners – Credit & Lifestyle Protection, where over the past fourteen years he has held a number of Technical & Service Management roles. Prior to joining AXA Partners – Credit & Lifestyle Protection, Ryan was an enterprise solutions consultant with experience across Military, Utility, Food & Beverage, Entertainment and Financial Services businesses. With his broad technical & services background Ryan is a proactive driver of business innovation, including the introduction of the AXA innovation portal. Outside of work, Ryan volunteers his time organizing and delivering events focused on human space exploration, promoting the importance of STEM subject with primary & second level students.

Geraldine Allen, Senior Business Analyst, AXA Partners - Credit & Lifestyle Protection

Geraldine Allen

Senior Business Analyst, AXA Partners - Credit & Lifestyle Protection

Geraldine Allen is a Senior Business Analyst with many years’ experience across a number of software systems.  Ger has a non-IT background, having come into the role working as a subject matter expert during a software migration project but ended up developing into a key member of the IT support team.   For this reason, Ger has a strong focus and interest in user experience and customer service to both internal and external customers.

BA Happiness Project

Christina Lovelock, BA Manager, University of Leeds

Christina Lovelock

BA Manager

University of Leeds

Christina is an experienced BA practice manager and has worked in various public sector organisations at a local and national level. She is currently the BA Manager at the University of Leeds. She is a BCS Oral Examiner and a Director of the national BA Manager Forum.  Christina is committed to the development of the BA profession, in particular entry routes into the profession. She has championed entry level BA roles and contributed to the development of the National BA Apprenticeship standard. Ask her about it!

Steve Bowring, Senior BA, HSCIC

Steve Bowring

Senior BA, HSCIC

Steve Bowring has worked in various public sector and third sector organisations at both a regional and national level.  In his role as a Business Analyst he has worked on wide variety of service improvement projects; ranging from Agile software developments through to major local government re-organisation programmes.  He is currently a Senior Business Analyst at the Health and Social Care Information Centre (HSCIC) and holds the BCS Diploma in Business Analysis.  At the HSCIC Steve volunteers as a Mentor on their Mentoring and Coaching Scheme and is also a member of their Business Analysis Practice Guide Editorial Group.

Interactive Wireframes – a Powerful Tool for Requirements Elicitation

Why interactive wireframes? Because an interactive picture is worth 1,000 words.

In order to discover the requirements a Business Analyst will use a number of tools and techniques depending on the context, experience and personal choice.

During the presentation Oana and Adina will look at the situations when using wireframes facilitates requirements gathering, key features of wireframing tools and what business value they bring to the table. There are a number of questions and misconceptions you may be running into when working with wireframes, such as: how many interactions should be implemented in your wireframes; when to trade off high fidelity for low fidelity or vice versa, and which skills are needed as a Business Analyst to create interactive wireframes that serve the purpose of requirements elicitation.

No matter how complex the wireframes are, they do not replace other deliverables. Based on experience, we will share with you how wireframes fit alongside other analysis artefacts.

Key takeaways:

  • Why, when and how to use interactive wireframes to elicit requirements
  • Pitfalls of using interactive wireframes
  • Interactive wireframes constitute a powerful tool ensuring users, business and project team are on the same page

Case Study – Analysing the Business from the Customer "Touchpoints": A New Point of View for an Optical Goods and Services Retailer

As a market leader, Optica Caroni enjoys a privileged position in crafting and selling prescription glasses, and other eyewear products and related services in Venezuela, through its network of 81 stores. To maintain their leadership, the company decided to improve around the customer experience, realigning its core values and capabilities. A fresh approach to envision and deliver changes.
The presentation will explore their journey:

  • Applying ideas from “The Value Proposition Canvas” framework from the Strategyzer Series, as a method to understand Optica Caroni’s customers
  • Identifying touchpoints in each of the customer buying stages
  • Visioning a customer experience
  • Defining business capabilities to deliver the customer experience, identifying changes in terms of people, process, information technology and infrastructure
  • Identifying quick wins and major initiatives
  • Crafting the roadmap to deliver the desired customer experience

IT BA and Business BA; Gaps and Overlaps or Sharing the Load?

In a world where Agile, continuous improvement and efficiency are central to the delivery of successful projects, the role of the Business Analyst is continually changing and being challenged.  The term ‘Business Analysis’ covers many areas of expertise, but can we really be a master of all or should we align to a specialism?  Is it inefficient to have a Business Analyst focused on the business requirements for software development and a Business Analyst focused on requirements for process and change aspects of a project, or does this ensure the risk of gaps emerging is reduced?  If you have two areas of focus; where do the responsibilities start and finish? How do you avoid an overlap?

With the importance of efficient and effective system development becoming more and more integral to change projects and to business success, two of Allianz’s Lead Business Analysts explore these questions and share their experiences.

  • Discussion of whether a Business Analyst needs to have a particular area of expertise
  • How to determine whether a project would benefit from a technically focused Business Analyst
  • Working together; how to avoid operating in silos

Exploring Agile - A Business Analyst Perspective: Case Study of the Mastek-Morrisons Synergy

Agile Methodology has a rich history dating back to 1957, well before the published Agile Manifesto of 2001, although not without some myths and misconceptions. This session establishes how Agile continues to be extremely useful in Business Improvement, while avoiding the pitfalls. Agile is explored both as a methodology and as a mind-set, ’The Agile Philosophy’ – how Agile enlightens the subconscious mind

Key Takeaways:

  • Enabling Agile Teams with Coaching and Mentoring
  • Leveraging on Servant – Leadership
  • The warning signs; when Agile teams fall behind
  • The Virtues of an Agile mind-set; Change your mind-set
  • Agile Continuous Improvement
  • New Horizons for Agile
  • World Class Agile Thinking

Intercultural Literacy: a Vital BA Competence?

The ability to operate in a multi-cultural environment and work on international projects has become a necessity in today’s world. But do we truly understand what this means for us Business Analysts? Do we consider it when we are planning Business Analysis activities or selecting communication methods? Do we think of it when we are eliciting and analysing requirements? Do we take it into account when we are assessing and validating a solution? This session will explore the impact and effects of cross-cultural differences on various Business Analysis knowledge areas and present the concept of Intercultural Literacy as one of the vital underlying competences of a modern Business Analyst. Some of the basic elements of known intercultural management theories will be discussed and practical examples from international projects will be given. The way in which this matter is covered in some mainstream Business Analysis frameworks will also be touched upon. Delegates will:

  • Learn the importance of adapting to cross-cultural environments in a typical Business Analysis effort on an international project
  • Be given concrete examples from projects undertaken in highly diverse cultural environments
  • Become familiar with some concrete challenges that a Business Analyst working in a cross-cultural environment and/or international projects may face

11:25 - 12:15
Interactive Wireframes – a Powerful Tool for Requirements Elicitation

Oana Mihaela Lungu, Senior Business Analyst, Endava

Oana Mihaela Lungu

Senior Business Analyst, Endava

Oana Lungu graduated from University Alexandru Ioan Cuza University in Iasi, Romania, Computer Science Faculty. The first 10 years of her career she focused on the passion for coding working in various roles from developer to technical lead in multimedia, banking, insurance and governmental domains. An analytical mind and the desire to understand the people, the big picture and the transformation required to get from point A to point B, helped Oana transition into a Business Analyst role.
For the last 2 years, as a Business Analyst, Oana has worked exclusively with clients from Insurance domain on projects ranging from data migration to e-trading platforms.

Adina Dana Ionaș, Senior Business Analyst, Endava

Adina Dana Ionaș

Senior Business Analyst, Endava

Adina Ionaș is a Senior Business Analyst at an outsourcing company, with over 10 years’ experience in various projects, ranging from mobile application to niche financial ones. Now settling in and enjoying the insurance domain. As a person with a great eye for detail, that tackles down provocations with enthusiastic approach, she breaks the barriers with innovative ideas, whom can help the business identify and take strategic decisions. She is a person that understands tactical implications to successfully enter new markets and develop new profitable products and services, that enforces the culture of quality, productivity and innovations; she drives outcomes to achieve success.

Case Study – Analysing the Business from the Customer "Touchpoints": A New Point of View for an Optical Goods and Services Retailer

Maria Osuna, Director, Agilpro

Maria Osuna

Director, Agilpro

Maria Osuna has worked in consulting since 1985 with major local, multinational and family-owned companies in consumer goods, media and services sectors and in several countries, mainly on issues to do with business process analysis and design, organisational structure and change. In 2000, she co-founded Agilpro, a small business consulting firm dedicated to assist their clients transform, by analysing, designing, implementing and managing changes in their processes, information systems, organisational structures and people with a personal, hands-on approach. Formerly, Maria was a senior executive in Accenture, responsible for Latin-American market development and projects direction, teaming in various system implementations, outsourcing and reengineering projects. In 1997, she had the opportunity to work at the Accenture London Practice under the Enterprise Resource Planning (ERP) line of business for two years where she helped setting up, maintaining and improving their knowledge management program across various countries in Europe

IT BA and Business BA; Gaps and Overlaps or Sharing the Load?

Laura Firth, Business Systems Analysis Manager, Allianz Insurance

Laura Firth

Business Systems Analysis Manager

Allianz Insurance

My career as in business analysis began in 12 years ago in Business Change as a trainee BA.   Realising I had a passion for systems development projects, I moved into IT to work as a Business Systems Analyst for the Claims division where I worked on multiple systems development projects.  After becoming the Lead Business Systems Analyst on a program of work for Claims and gaining experience of running a team, I became the Practice Head of the Business Systems Analysis Practice within Allianz at the end of 2016.  My interest and focus rests firmly with the application of technologies across our company, and in how we can prepare our business analysis community with the skills to be able to support the pace of technological change we are witnessing.

Jo Wilson, Lead Business Analyst, Allianz

Jo Wilson

Lead Business Analyst, Allianz

In a career of 20 years in IT, Jo Wilson has operated in the private sector as well as telecoms and financial services.  Jo started her career in consultancy, but has predominantly worked as a Business Analyst.  Jo has worked at Allianz for nearly 9 years and now leads a team of Business Analysts supporting the personal lines portfolio.  High profile projects include the implementation and refinement of a set of new direct products, bringing the Business Analysis skill set forward in the development lifecycle to insure that IT forms part of key strategic decision making.

Exploring Agile - A Business Analyst Perspective: Case Study of the Mastek-Morrisons Synergy

Ayo Ogunsakin, Business Consultant, Mastek UK Ltd

Ayo Ogunsakin

Business Consultant, Mastek UK Ltd

Ayo Ogunsakin has a foundation degree in Industrial Chemistry and a Master’s Degree in Marketing from the University of Bradford, UK. He is a Professional member of the British Computer Society, BCS. He is also PRINCE2 and ITILv3 certified.  He has about a decade of experience with a UK -based multinational and Omni channel retailer. His involvement with digital started in 2005 when he wrote a thesis on e-commerce; “The switch to online shopping” from traditional shopping methods. Over the last decade, e-commerce has evolved into digital .Of recent he has been involved in projects enabling digital platforms for customers via web and mobile apps in retail and public sector.  Ayo is passionate about Digital, Retail and Public Sector. He writes articles and holds speaking engagements on trendy topics in these areas.

Intercultural Literacy: a Vital BA Competence?

Goran Milenkovic, Senior Business Analyst, Insentic

12:15 - 13:45

On 20 June 2006, a group of volunteers formed IIBA’s UK Chapter.  Focusing initially on running events in London, the organisation soon gained momentum. Over the ten years, the BA profession has matured and grown — and IIBA UK now numbers nearly a thousand members.  In this brief session, Nick de Voil (Member Experience Director, IIBA UK) will outline some of the key developments at IIBA and IIBA UK, and will explain how IIBA UK works to support the BA community.  You’ll also hear more about IIBA UK’s direction over the coming years.  During this session, you’ll hear about:

  • IIBA’s New & Improved Certification framework
  • How IIBA UK collaborates with other organisations to further the BA profession
  • How you can get involved!

12:45 - 13:10

Business Analysis is a global growing discipline, there’s never been a better time to get certified.

  • Recognition of the role, the discipline and the practice for greater benefit of the BA community
  • Resources and education opportunities for the BA professional
  • Aligning BCS/IIBA certifications to create complimentary learning pathways and global recognition

13:15 - 13:40

Lucy Ireland, Managing Director, BCS Learning & Development Ltd

Stephen Ashworth, President and CEO, International Institute of Business Analysis™ (IIBA®)

Stephen Ashworth

President and CEO, International Institute of Business Analysis™ (IIBA®)

With nearly three decades of experience in the for-profit and not-for-profit sectors,Stephen Ashworth brings a diverse background of organizational, strategic and collaborative leadership skills to IIBA. Stephen joined IIBA in March 2014 as the President and CEO to guide IIBA and reshape the future of the global business analysis community. In his role, Stephen leads a team of over 30 global staff to support the delivery of key activities, services and resources to over 28,000 Members and over 110Chapters. In addition to owning and operating several businesses, Stephen is an accomplished author and recognized leader on issues relating to higher education, curriculum and leadership.

For over six years Stephen was a senior leader with Junior Achievement of Canada in a variety of roles, including acting President and CEO. During his time with Junior Achievement, Stephen was involved in a variety of aspects of the organization’s operations, corporate partnership, financials, education, program development, communications and events. In 2013, Stephen received the Queen Elizabeth II Diamond Jubilee Medal for his dedication and commitment to helping prepare youth for their future success. Stephen is committed to helping reshape the future for IIBA, its Members, Chapters, Partners and the global BA community.

KEYNOTE: How to Create Massive IMPACT and be an Effective Zoo Keeper

In an ever changing world and with pressures that come from a global source how do we make sure our teams are “in the room” and making an IMPACT.  Nigel will share his 6-stage approach for keeping people energised, focused and most importantly achieving results.

He will also include a fun inter-active communication session that will have delegates talking about it for days, weeks and months to follow.

In his unique style he will identify everyone in the room and share with them how to manage the animals in their workplace by being an effective zoo keeper.

  • The power of focus
  • The cost of internal terrorists
  • The importance of communication

13:45 - 14:30
KEYNOTE: How to Create Massive IMPACT and be an Effective Zoo Keeper
14:30 - 15:00
Networking Break & Exhibits
The Indispensable BA: Becoming a Compass for Change

In a fast-paced modern business landscape companies are continually reviewing their value proposition for their chosen market to ensure that their products and services remain relevant.  In this constant cycle we find many external drivers of change that push the boundaries of how those products and services are delivered. As a consumer we are constantly reminded of the ‘innovations’ that have been added to our products and services.  The question that this presentation focusses on is do we really need these innovations? Do they add value to consumers? What problem is actually being solved? The above questions highlight the opportunity for Business Analysts to become indispensable to organisations by ensuring that solutions and the business needs they meet ultimately add real measurable business value. The presentation will show how the Business Analyst can ensure that real problems are solved for real issues through the exploration of the following questions:

  • What does ‘value’ actually mean?
  • What are we solving vs. who are we solving it for?
  • Does the solution fix the problem?
  • Becoming the voice of the end user/customer?

Main takeaways:

  • Learn what ‘value’ really means and how to ensure that value is ultimately achieved
  • Understand how to look at the same problem from different perspectives
  • Understand the role a Business Analyst plays in managing conflicting stated stakeholder requirements.
  • Learn how to become a trusted advisor rather than a documenter
  • Learn how to take steps towards being indispensable to any organisation

User Experience and Software Selection

As the technology people use every day develops and becomes more intuitive it sets the expectation of users of business systems. If software is not easy to understand and use; the risk of the business not engaging increases, which may lead to the business case not being realised. National Grid faced this challenge when updating its procurement and payment system.   With a potential user base of 10,000 handling over £7 billion per annum the stakes were high, with substantial tangible benefits available.  The Sponsors demanded a National Grid system that was intuitive, user friendly and provided flexibility for users out in the field.. literally.  The bar was set high with E-bay and Amazon consistently being used as reference points.

The National Grid Project team took up this challenge and this presentation will share that rollercoaster journey with the audience.

  • The importance of detailed planning and scheduling which then provides a baseline to flex against
  • The exercise doesn’t have to be extensive to be effective and even a small exercise will require considerable investment
  • Sponsor and stakeholder buy in to evaluating User Experience grows when they get hands on
  • Business Analysis and Procurement complement each other, this relationship is vital

Whose Test is it Anyway?

We are not Test Analysts, so how do we make testing work for us? At Sheffield Hallam University, the approach to testing, specifically during UAT, varies from project to project.   As a consequence the role of the BA also varies.
In this interactive session we will identify where we feel BA involvement adds value. Using examples of past projects we have worked on, we will evaluate scenarios where delegating test responsibilities to other members of the organisation is more beneficial.  Where this is the case, we will be exploring approaches to ensure that the effectiveness of involving others is maximised.  This presentation considers:

  • Examples of different approaches we have taken to testing (UAT) including what works and what doesn’t
  • Where BAs add value
  • Approaches to ensure those involved with UAT are “good enough”

Creating Agility Within Business Analysis at Virgin Atlantic

Two years ago, the Virgin Atlantic Airways Business Analysis (BA) teams were segmented, which in turn created a ‘silo’ mentality for PMs and BAs completing work with stakeholders. Each BA team following their own standards, tools and techniques.

An organisational change broke down these barriers creating an enabler to implement an overarching practice that promoted universal tools and techniques that are applied to any technology related project. Staff were engaged with the change and also contributed to the creation of a new innovative Iterative (Agile) Delivery framework. The framework is able to adjust to different methodologies and our BAs are able to adapt and provide a better service to their stakeholders.

  • Training: Centralised training, interactive learning and development
  • Tools: VAA Delivery Tooling, a central repository for collaborating (Agile JIRA, Confluence, JIRA Balsamiq etc)
  • Techniques: Impact Mapping, Process Mapping, Business Requirements (Agile Requirements, Wireframes, Data Mapping, Daily Stand up Meetings etc.)

How to Sell Your Creative Talents

In an effort to standardise our work, have we lost focus of the importance of Creativity and Innovation? In an industry that promotes uniformity and standardisation through methodologies, templates and tools, it is often difficult to find opportunities to be creative. This presentation uses thought-provoking topics to encourage Business Analysts to adopt a creative approach to solving their everyday client problems. Through introducing a range of techniques, this session will help Business Analysts understand the importance of developing and selling the creative soft skills that are increasingly expected as an enhancement to their technical BA tool-kit.

Delegates will be taken on an engaging journey that encourages them to reflect on the legacy of creativity they have left in their wake and encourages them to stand out from the crowd by promoting a creative culture within their teams and amongst their clients. By the end of the session delegates will:

  • Understand the difference between creativity and innovation and the increasing importance of demonstrating both as a Business Analyst
  • Take away techniques to generate creative thinking ideas and to filter creative ideas into a practical offering
  • Have ideas on how to sell their creative talents to their clients and promote a culture of creativity and innovation in the workplace

15:00 - 15:50
The Indispensable BA: Becoming a Compass for Change

Ryan Folster, Business Analysis Competency Lead, Britehouse

Ryan Folster

Business Analysis Competency Lead


Ryan Folster is a Business Analyst Lead from Johannesburg, South Africa. His strong focus on innovation as well as his involvement in the Business Analysis community have seen Ryan develop professionally from a small company, serving a small number of users, to large multi-national organisations. Having merged into Business Analysis through the business domain, Ryan has developed a firm grounding and provides context to the methodologies applied to clients and projects he is working on. Ryan has gained exposure to the Human Resources, Asset Management as well as Financial Services sectors, working on projects that span from Enterprise Line of Business Software to Business Intelligence and Compliance. Ryan is also heavily involved in the local chapter of IIBA®, currently holding the position of immediate past president. Ryan is passionate about the role a Business Analyst plays within an organisation, and is a firm believer that the role will develop further in the future and become a crucial aspect of any successful business.
User Experience and Software Selection

Israr Ahmed, Business Analyst, National Grid

Israr Ahmed

Business Analyst, National Grid

Israr Ahmed is a BCS certified Business Analyst working for National Grid.  He brings to this role the “all hands to the pumps” ethos he developed working in the charitable sector, where it really is a life or death situation.  During this time he set up and chaired the Global Systems Working Group, set up to share process improvements across Non-Governmental Organisations

Whose Test is it Anyway?

Lauren Wagstaff, Senior Business Analyst, Sheffield Hallam University

Lauren Wagstaff

Senior Business Analyst, Sheffield Hallam University

Lauren Wagstaff is a Senior Business Analyst and has worked at Sheffield Hallam University in a process improvement environment since 2010. She accidentally became a BA after completing degrees in Biomedical Science and Crime Scene Management but feels that her love of all things science is the reason for her success.

Clinton Nobrega, Senior Business Analyst, Sheffield Hallam University

Clinton Nobrega

Senior Business Analyst, Sheffield Hallam University

Clinton Nobrega joined Sheffield Hallam University as a Business Analyst in 2012 having previously worked as an MI Reporting Analyst at Aviva UK. As a Senior Business Analyst, he is involved in all aspects of business analysis and enjoying the struggle of juggling the demands of two small, incredibly overactive children.

Creating Agility Within Business Analysis at Virgin Atlantic

Carlos Pullen-Ferreira, Head of PM and BA Practices, Virgin Atlantic Airways

Carlos Pullen-Ferreira

Head of PM and BA Practices, Virgin Atlantic Airways

Carlos Pullen-Ferreira is a strategic project delivery, head of practice, who works for a large airline organisation. Carlos started his career as a software development intern at Accenture, and quickly worked his way into a management role. Carlos won the award for the best Journal Article at a conference in 2008. He helps teams conduct large process improvement projects and coaches teams on adopting Agile/Iterative techniques and tools. Carlos currently heads up the Business Analysis and Project Management Practices, which includes 81 staff. As a practice we strive for innovation in all that we do, ensuring that we are professional service to our internal and external customers.

Chris Stygal, Business Analyst ManagerVirgin Atlantic Airways

Chris Stygal

Business Analyst ManagerVirgin Atlantic Airways

Chris Stygal has worked at Virgin Atlantic for nearly 13 years in various analytical roles within the business and IT arena. He is now in the role of Business Analyst Manager, responsible for the management of both permanent and contract BAs as well as contributing to the implementation of new tools, techniques and delivery framework to The Practice. Chris has a passion for coaching and development ensuring that staff are fully supported in order to achieve individual and overall company goals.

Bev Oakley, usiness Analyst Manager, Virgin Atlantic Airways

Bev Oakley

usiness Analyst Manager, Virgin Atlantic Airways

Bev Oakley is a Business Analyst Manager at Virgin Atlantic managing a team of 16 Business Analysts who have a broad range of skills and experience.  She draws upon her 19 years’ experience as a Business Analyst gaining a depth and breadth of knowledge across a diverse range of industries including; Travel, Charity, Telecommunications and Retail Banking.  She has experience in all aspects of the project life cycle working in both Agile and Waterfall methodologies with a skill for establishing robust, effective and long lasting working relationships resulting in a strong network of contacts across all business areas.

How to Sell Your Creative Talents

Ian Richards, Head of Business Analysis and Process Re-Engineering, Capita Transformation

Ian Richards

Head of Business Analysis and Process Re-Engineering

Capita Transformation

Ian is the Head of Business Analysis and Process Re-Engineering profession for Capita Transformation. He has been a Certified Business Analysis Professional (CBAP®) for some time and has written questions for the relatively new Certification of Capability in Business Analysis® (CCBA®) exam. He also holds the BCS International Diploma in Business Analysis and is due to become an oral examiner with the BCS.

Ian has presented at many IIBA® National Events, at companies such as Deutche Bank, Barclaycard and the National Grid and at the IRM Business Analysis Conference Europe 2014, 2016 and 2017. Ian is pleased to be a current member of the IRM Business Analysis Conference Europe Advisory Panel alongside distinguish thought leaders in the field of Business Analysis.

A winner of the IIBA® UK Business Analyst of the Year in 2016, Ian is passionate about all things Business Analysis and sharing his expertise through coaching others.

Impact Mapping – the New Way Through 'Why' and not 'What'

Often the temptation is to start with a vision and dive straight into the detailed requirements, without knowing the true value these requirements will add. This presentation will provide an oversight into the role of Impact Mapping in the creation and prioritisation of requirements in the early stages of a project or programme, where the focus is on the ‘why’, ‘who’ and ‘how’ rather than the ‘what’.  The key messages to be taken away:

  • The role of impact mapping in the early stages of requirements gathering – how the process focuses on the ‘why’ you’re delivering an initiative, avoiding jumping straight to the ‘what’
  • The Business Analyst’s role in the creation of an Impact Map – how long is needed? Who needs to be there? What does the output look like?
  • How the Impact Map links back to the delivery of benefits

BA Success from a Horror Story Chainsaw Massacre

Sometimes the best learnings come from the worst of times, and successes can be there even if it’s a little hard to see amongst the clouds and debris of project battle.  This is a case study, a musing and a retrospective on the successes that were had in a horror story of a project.  The speaker’s first real taste of (apparent/attempted) Agile and it had everything: Fixed scope deadlines on sales promises, unreasonable client, in-fighting and politics.  All on an international digital project with mobile apps, responsive websites, fintech integration and an ignored (critical) data warehouse.  But a stronger more learned BA emerged who is here to share.

  • Real-world application of Agile BA and Product Ownership/Governance skills from courses and text book learning
  • Self-retrospective learning of what I did well and am proud of as a BA, and what I could have definitely done better
  • The guilty-pleasure of a Project Horror Story to keep the audience enthralled with how bad it can get, and how to survive!

Press RED for 10 more years: Adding Value to a Major Technical Migration

The BBC’s much-loved Red Button is undergoing a massive transformation and most of its users probably won’t even notice! Supported on five TV platforms and used by up to 17 million people a week, the Red Button has grown organically over more than a decade.  A programme of work is underway to refactor back-end components, replace internal editorial tools and move key parts of the service to the cloud. All this while delivering massive events such as the Olympics, Glastonbury and Wimbledon.  It can be difficult to see where BAs can add value when undertaking technical migrations, but with over 16 years of technical debt, numerous editorial teams managing legacy tooling and the changing landscape of media-consumption – we found a lot of things to take up our time.

Jonathan and Matt would like to tell you the story of their programme, from inception to where they are today. How they have tackled dealing with a huge backlog, managed stakeholders and driven business change – they will also imagine what might have happened without BA involvement.

Key topic areas:

  • The changing role of the BA throughout our programme
  • Re-evaluating business needs as part of the migration
  • How the BA can work as part of the Product Team
  • Challenging programme direction under hard-deadlines
  • The role of the BA on Agile projects

Don't go Chasing Waterfall – the BA in the Agile World

With more and more companies increasingly turning to Agile for their project delivery, more and more BAs are left fretting about their role.  “Agile methodologies don’t specifically call out BA as a role, will I lose my job?”  Don’t panic and don’t go chasing waterfall – there is a valuable place for the BA and their specific skillset in Agile, and the shift into this arena is easier than you think.  This session will explore:

  • The continued importance of the BA role within the Agile landscape as the ‘liaison among stakeholders’
  • How BA skills, competencies and experience can add value to any Agile team
  • How a BA can transfer to the Agile arena
  • Examples of Agile projects where BAs have supported its success

BA Jedi Mind–Tricks – Stakeholder Influencing for the Business Analyst

Without the ability to influence customers, colleagues and outcomes the Business Analyst is deprived of an integral element of attaining success in their assignments. This seminar will examine what influence actually is; what are its components, why influence is important for Business Analysts and most importantly how you can get it. Through personal experience and anecdotes David will convey some of the lessons he has learned in a twenty year career as a Business Analyst and examine some of the techniques you can employ in situations ranging from first encountering a customer to spotting potential influencing challenges in a workshop. David also provides some simple hints and tips to allow you to grow your influence as a professional Business Analyst. During this session you will learn amongst other things:

  • The components of influence
  • How to build rapport and as a result increase your influence
  • How to spot key influences within stakeholder groups

The session will appeal to BAs of any level of experience who wish to explore this behavioural aspect more closely.

16:00 - 16:50
Impact Mapping – the New Way Through 'Why' and not 'What'

Simon Lynch, Senior Business Analyst, Aviva Health

Simon Lynch

Senior Business Analyst, Aviva Health

As a Process, Business and Systems Analyst Simon has over seventeen years of experience in using the tools and methodologies required to analyse processes, define software requirements and to recommend and implement improvements. His work within Aviva Health, GAME Stores Group, Office for National Statistics, Aviva Europe and in previous roles demonstrate a proven track record of successful analysis delivery on high profile project implementation, delivering a wide variety of business analysis artefacts using Agile, Waterfall and UML methodology. Most recently his experience has been delivering through Agile, and the concept of T-shaping across Agile scrum teams to deliver solutions, has had a major impact in his role as a Business Analyst in one of the Feature Teams for UK Health.

BA Success from a Horror Story Chainsaw Massacre

Nigel Clarke, Lead Business Analyst/Product Owner ,Clarke BT Consultancy Ltd

Nigel Clarke

Lead Business Analyst/Product Owner ,Clarke BT Consultancy Ltd

A BA for more than 12 years in Ecommerce, Finance/Fintech and Loyalty – Nigel Clarke is passionate for the bridging role that BAs and Product Management bring between the world of the tech and the world of the business.  He has worked for Blue-Chip multinationals with their Waterfall frameworks and tentative exploration of Agile, for Mid-Sized Fintech, and alongside the new wave of Shoreditch FinTech start-ups.  A common theme is to ensure that a vision of the business and consumer can be communicated and kept as the glue for all things to work together. Follow Nigel on Twitter @uknclarke.

Press RED for 10 more years: Adding Value to a Major Technical Migration

Jonathan Ramsden, Senior Business Analyst, BBC

Jonathan Ramsden

Senior Business Analyst, BBC

Jonathan Ramsden is Senior Business Analyst in BBC Digital. He has previous BA experience in pharmaceutical R&D and enterprise operations. Arriving at Business Analysis via cancer research and application development, Jonathan has an adaptable approach and a unique perspective on the discipline.

Matt Visser, Business Analyst, BBC

Matt Visser

Business Analyst, BBC

Matt Visser is a Business Analyst in BBC Digital. As well as experience of Product Ownership, Matt has worked directly on BBC editorial output. Matt’s experience has made him passionate about delivering the best user experience whether that’s for internal tools – or for millions of viewers.

Don't go Chasing Waterfall – the BA in the Agile World

David McGrath, Head of Agile Enablement Service, Software Quality Systems (SQS)

David McGrath

Head of Agile Enablement Service, Software Quality Systems (SQS)

David McGrath is a Principal Consultant with Software Quality Systems (SQS) and is currently the Head of SQS’s Agile Enablement Service. Since joining SQS in 2014, he has supported various clients as the lead on Agile transformation programs.  Whilst fulfilling various process analyst roles up to Director level, David’s career has seen him lead or support change programs across numerous industries such as Financial Services, Telecommunications, Bio Technology, Digital Publishing and most recently Aviation.  He is a Certified Six Sigma Black Belt, a Certified Scrum Master, a Certified Scrum Product Owner, a Certified Change Management Practitioner and holds a Bachelor’s Degree in Business Studies from University College Dublin.

BA Jedi Mind–Tricks – Stakeholder Influencing for the Business Analyst

David Beckham, Senior Business Analyst, Aviva

David Beckham

Senior Business Analyst


David Beckham has spent his career working in Financial Services, initially at Norwich Union then subsequently with Aviva. He was a founder member of the Business Analysis Practice when it was formed within Aviva IT and has had two terms as the Practice Lead. He has worked on numerous large change programmes and has been heavily involved in building the capability of Business Analysis within the organisation over the last decade. He has presented at the European BA Conference on a regular basis and has had several articles published on Business Analysis topics. Despite being diagnosed with Parkinson’s Disease in 2010 at the age of 43 David continues to relish his role as a Business Analyst and is a passionate advocate of the profession and the benefits it gives to organisations everywhere. Since his diagnosis David has been developing a series of seminars focussing on his recent experiences and regularly speaks on the positive power of change both on a professional and personal basis.


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Goran Milenkovic

Senior Business Analyst, Insentic


  • 3 Days
  • £1495
  • £1,495 plus VAT (£299) = £1,794
  • 2 Days
  • £1145
  • £1,145 plus VAT (£229) = £1,374
  • 1 Day
  • £695
  • £695 plus VAT (£139) = £834
Group Booking Discounts
2-3 10% discount
4-5 20% discount
6+ 25% discount

15% discount to all IIBA UK Chapter members or
10% discount to all other IIBA members

BCS, The Chartered Institute for IT DISCOUNTS:
15% discount to all BCS Members

The registration fee includes the conference lectures, documentation on a USB Memory Stick (no printed version of this is made available at the event), refreshment breaks and lunch on each day of the conference. The cost of hotel accommodation is not included in the conference fee.

UK Delegates: Expenses of travel, accommodation and subsistence incurred whilst attending this IRM UK conference will be fully tax deductible by the employer company if attendance is undertaken to maintain professional skills of the employee attending.

Non-UK Delegates: Please check with your local tax authorities

Cancellation Policy: 

Cancellations must be received in writing at least two weeks before the commencement of the conference and will be subject to a 10% administration fee. It is regretted that cancellations received within two weeks of the conference date will be liable for the full conference fee. Substitutions can be made at any time.

Cancellation Liability: 

In the unlikely event of cancellation of the conference for any reason, IRM UK’s liability is limited to the return of the registration fee only.IRM UK will not reimburse delegates for any travel or hotel cancellation fees or penalties. It may be necessary, for reasons beyond the control of IRM UK, to change the content, timings, speakers, date and venue of the conference.



  • 239 Vauxhall Bridge Rd
  • London
  • United Kingdom

In Collaboration With

Founding Sponsor

Gold Sponsors

Standard Sponsor

Supported By

BA Manager Forum

Since 2009 the BA Manager Forum has provided a means for anyone with managerial responsibility for Business Analysis to engage with their peers and share information at a strategic level. The management of BA resources is a relatively new and unique role and the Forum provides an opportunity to build common understanding and advance the BA profession as a whole.

Association of Enterprise Architects   

The Association of Enterprise Architects (AEA) is the definitive professional organization for Enterprise Architects. Its goals are to increase job opportunities for all of its members and increase their market value by advancing professional excellence, and to raise the status of the profession as a whole.

DAMA International

DAMA International is a not-for-profit, vendor-independent association of technical and business professionals dedicated to advancing the concepts and practices for data resource management and enterprise information. The primary purpose of DAMA International is to promote the understanding, development, and practice of managing data and information to support business strategies.   As Data Management becomes more relevant to the business, DAMA is keeping pace with new products and services such as the 2nd edition of the DAMA Data Dictionary, the DAMA BOD (Body of Knowledge) and several new certification exams.  We are participating on the Boards of many academic and standards bodies and sharing our knowledge with other organizations.
DAMA International is pleased to announce that a new chapter is forming in Turkey which will join the 8 other European chapters as part of DAMA International.   DAMA International and its affiliated chapters have grown year after year with chapters operating in Australia, China, India, North America, South America, Japan, and South Africa and DAMA is facilitating the formation of new chapters in many other countries.
As a DAMA member you receive the benefits of your local or global chapter’s activities and all the benefits of DAMA International’s products and services. You can network with other professionals to share ideas, trends, problems, and solutions. You receive a discount at DAMA International conferences and seminars, and on associated vendor’s products and services. To learn more about DAMA International, local chapters, membership, achievement awards, conferences and training events, subscriptions to DM Review and other publications, discounts, job listings, education and certification, please visit the DAMA International web page at  Both the DAMA UK chapter and DAMA International will have a meeting during the conference.  We invite interested parties to join this vital and growing organization.  More information can be found at or you can email me at


The drive for the future is to successfully focus on providing quality support to core members whilst guaranteeing sufficient financial income to ensure sustained activity.   The four areas which DAMA UK recommends addressing over the next two years are:
Academic – to survey UK organisations to understand their Data Management skill set needs and then induce academic institutions to supply them.
Data Quality (DQ) – to benchmark data quality standards in the UK and encourage development of business awareness of the importance of DQ and help develop DG metrics.   Government regulations versus data – to increase awareness of the legal implications of data management, assist organisations in reducing their legal liabilities and support ETA (and others) lobby for “data clever” legislation.   Data Standards – survey requirements then work with other organisations (eg BCS) to develop effective data standards.

Media Partners

Analysts Anonymous

Analysts Anonymous contains interesting articles, notices and general updates from contributors around the business world.

Modern Analyst is the premier community and resource portal for business analysts, systems analysts, and other IT professionals involved in business systems analysis. Find what you need, when you need it. The community provides Articles, Forums, Templates, Interview Questions, Career Advice, Profiles, a Resource Directory, and much more, to allow you to excel at your work. From junior analysts to analysis managers, whether you integrate off-the-shelf products, perform systems analysis for custom software development, or re-engineer business processes, has what you need to take your career to the next level. (Belorussian Community of Business Analysts and Systems Analysts) — professional community of people who works in, would like to work in or just interested in Business Analysis, systems analysis and close to these fields.

Business Analyst Mentor

Business Analyst Mentor has a simple(!) goal of tapping into the network of experienced, professional BA’s to accelerate the professional development of inexperienced BA’s.  It currently supports inexperienced Business Analysts through one to one mentoring with hand-picked experienced BA mentors and has a number of other professional development options in the pipeline.  It also provides free and paid eBooks and eLearning on Business Analysis at It was founded by Alex Papworth, an experienced freelance Business Analyst and President of the UK Chapter of IIBA in 2009.


Formed in 1999; the Electronic Commerce Code Management Association (ECCMA) has brought together thousands of experts from around the world and provides a means of working together in a fair, open and extremely fast internet environment to build and maintain global, open standard dictionaries used to unambiguously label information without losing meaning. ECCMA works to increase the quality and lower the cost of descriptions through developing International Standards.   ECCMA is the original developer of the UNSPSC, the project leader for ISO 22745 (open technical dictionaries and their application to the exchange of characteristic data) and ISO 8000 (information and data quality), as well as, the administrator of US TAG to ISO TC 184 (Automation systems and integration), TC 184 SC4 (Industrial data) and TC 184 SC5 (Interoperability, integration, and architectures for enterprise systems and automation applications) and the international secretariat for ISO TC 184/SC5. For more information, please visit

TechWeek Europe

TechWeekEurope UK, is the authoritative UK source for news, features and reviews of business technology. Its aim is to help IT decision makers enhance their business with technology.   The site provides insight on topics including mobility, security, cloud computing, public sector and sustainable IT.   TechWeekEurope UK is published by NetMediaEurope, a leading B2B IT publisher owning a portfolio of more than 40 sites across Europe.

Via Nova Architectura

A number of thought leaders in the area of business – and IT architectures have set up a digital magazine on architecture: Via Nova Architectura. Although started as an initiative within the Netherlands, the magazine should reach all those interested in the area of architecture, where-ever they live. Via Nova Architectura aims to provide an accessible platform for the architecture community. It is meant to be the primary source of information for architects in the field. The scope of Via Nova Architectura is “digital” architecture in the broadest sense of the word: business architecture, solution architecture, software architecture, infrastructure architecture or any other architecture an enterprise may develop to realize its business strategy.

IT-LATINO.NET is the most important online Hispanic IT Media Network. With more than 120,000 registered users we have become an important online IT Business Forum organizing daily webinars and conferences on different Technology issues. We inform regularly a strong IT community from both sides of the Atlantic: Spain and Latin America.

Future Strategies Inc.

Future Strategies Inc. ( ) publishes unique books specializing in all areas of  business process management, workflow and electronic commerce and produces several annual book series in print and digital editions including Excellence in Practice (award-winning case studies) and the BPMN Handbook and BPM Handbook series in collaboration with WfMC.


Founded in 1993, the WfMC is a global organization of adopters, architects, analysts and academics engaged in Workflow and Business Process Management. The only standards organization focused purely on process, the WfMC is the creator of XPDL, used in over 80 BPM solutions, as well as Wf-XML, Workcast, and Business Process Analytics Format (BPAF).
WfMC publishes process thought-leadership books and papers through Future Strategies Inc., ( including the annual BPM Handbook and Excellence in Practice series. WfMC sponsors two prestigious awards programs; Global Awards for Adaptive Case Management and the Global Awards for Excellence in BPM and Workflow.

The Data Administration Newsletter, LLC — — is an award winning electronic publication that focuses on the various disciplines of data management. will celebrate its 19th Anniversary in July of 2016 and presently attracts tens of thousands of visitors a month. The newsletter is published by Robert S. Seiner of KIK Consulting & Educational Services (, a well-known data management specialist that focuses on Non-Invasive Data Governance™, Data Stewardship and Metadata Management program development.

Oil IT Journal is a monthly newsletter focusing on oil and gas information technology. Oil IT Journal has a track record of providing clear and impartial analysis of the technical issues behind data management, data modelling and application software and standards. Industry news is covered in a timely manner, including corporate mergers and sales, new software, national data banks and collaborative industry projects. Published monthly since 1996 in print and online, Oil IT Journal celebrated its 200th issue last year. The companion website received almost 4½ million hits in 2014.