More Thoughts on BA's and Change

 
  As in prior posts of Words of Wisdom for BA's, I had summarized some further thoughts on leadership and managing change in the Business Analysis profession.  I figured this was a good "Monday morning food for thought" type of post such to charge you up ready for another week in the challenging world of business.

Comments and thoughts are welcomed and continue to lead change from wherever you find yourself!

More Words of Wisdom for BA's (Part 2 of 2)

Continuing on my last post regarding the amazing discussions taking place at Building Business Capability (BBC) Conference 2013, sponsored by the International Institute of Business Analysis (IIBA), business analysts and other professionals continued to garner insights from discussions around change – incremental versus transformational.  Do you know the expected type of change demanded of the organization before you begin an engagement?  What are their expectations around timeframes, costs and impact?  Small scopes might imply incremental change, leaving harder challenges for later as showing any progress would be more meaningful than exists today.  Larger scopes coming from the top down around new visions and transformations refer to transformational changes that are more permanent.  These will take more time and cost, but go back to the objectives – what is the overall goal of the engagement and get the owners to understand that their objectives and expectations are going to need to match up to the time and resources required to get them there.  An interesting thought for those who love to capture processes – if the new process is so different from the current, only spend limited time documenting the current one as it will have little matter once the new process is in place.  Utilize your resources carefully such that they spend their time on the most valued activities on the critical path to success. 

Back to innovation, a great thought was shared that smart leadership should only create the container, the space for the activities to occur.  Limited boundaries keep things focused, but then allow all creativity to exist within that space HOW they go about implementing the process.  As long as objectives are met (the box you’ve given) the details should be trivial on the execution.  Knowledge workers will look to simplify their own lives and streamline operations into efficiency without being scripted by those unfamiliar with the process.  One can destroy innovation if they put too much pressure on the process versus delighting the customer, internal or external in the end solution.

And finally, consider your own role as a BA and what leadership skills you are sharing with your teams.  To help differentiate between a project manager and BA, often a whole debate in itself, consider how you present the value of your role outside the project.  Rather than focusing on scope, highlight how determining which projects should be undertaken is inherently more valuable to the organization.  Move from software to systems and how individual pieces and projects work together to support the overall business objectives.  The shift should be from requirements focus to becoming a visionary, innovator, strategist and leader.  These roles are so needed and ask any PM – I bet you often they have little time nor authority to consider the solution being put into place and are so driven by deadlines and narrow objectives that having a BA around to see before and after the project would be greatly welcomed!  A great thought I heard was make sure that a project isn’t just being done to satisfy a debate between two competing technologies.  Ask if the technology itself is even needed – that will solve the debate quickly!  But too often this occurs where two options are considered without holding true business value in the forefront, regardless of technology solution.

I love the closing thoughts that to improve your own BA skills, elicit requirements from those you work with on what they require from you.  We spend so much time on requirements definition we often forget ourselves.  Ask your stakeholders and use some of that input as guidelines or benchmarks and then seek opportunities to improve these skills.  Better execution of the old models is not enough, but encourage yourself to innovation and reinvent your approaches!  Know your own strengths and surround yourself with others with different strengths so that you become more diverse.  Remember, trust, an important part of relationships, is a two-way streak.  Ask yourself if you are worthy of the other person’s trust.  And a final note – people follow people who get things done.  Keep your word and use your energy and many others will follow willing to help!

Business Analysts Words of Wisdom (part 1 of 2)

    Last November, I had the exciting opportunity to not only attend, but even share my own experiences at the Building Business Capability (BBC) Conference 2013, sponsored by the International Institute of Business Analysis (IIBA).  There were so many wonderful sessions and engaging speakers, it was so hard trying to select which to attend!  In my own experience, certain key areas stood out to me: fostering innovation, facilitating change, leadership skills and collaboration and teamwork approaches.

     Keynote Marty Clarke gave an incredible presentation about “Avoiding Leadership Landmines” to kick off the conference.  He shared great lessons learned we could all benefit by heeding, such as avoiding managing the exception.  Ask yourself if you change a decision, reconsider an approach or completely redirect your strategy for the majority – the most probable outcomes – or are simply letting a one-in-a-million chance derail your hard work.  As he talked about meetings, being a leader – being the one to make a decision and say what everyone is thinking anyways – is not only what is needed, but also remains your job if you are the true leader.  And about these meetings…have as many as necessary and as few as required.  Too much is going on every day that communication at any level can not succumb to outside pressure.  While it may occur faster than ever, the nuances of proper grammar and respect cannot go out the window just because the method is faster.  The message in fact should be shorter and twice the clarity as before.  Consider your voicemails – avoid the endless message.  And emails need to be proofread before sending.  Spell check is NOT proofreading!!

    Focusing on Innovation, I really enjoyed the thoughts that asked us if we felt we do it on a regular basis or its just something that you set an hour of your time aside to do and then go back to your old habits.  Something that I’ve already applied in my work today was how to not only get new ideas but also eliminate the meeting multitasking.  Doing things differently will get you different results and if you want people to not be looking at their phones, get them involved with an activity.  Words and talking do not foster creativity and so facilitate a meeting differently if you want different outcomes.   When someone shares an idea, there are no “no’s” or “but’s” there’s only “and.”  Try next time, when someone proposes an idea, saying “Yes, and…” to get them to think through the idea rather than instantly pointing out the negative.  Give the idea a chance to marinate a little and the true seed of creativity may emerge!

(Part 1 of 2 - more to come next week...)