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transforming the business analysis practice - v0.0.10

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transforming the business analysis practice - v0.0.10

  1. 1. Michael Roy Requirements Practitioner/Coach 1 transforming the business analysis practice – v0.0.10
  2. 2. 2  Learn different evangelism techniques to make changes in the business analysis practice stick  Learn better change management techniques to apply when transforming the business analysis practice  Learn how to conquer change obstacles using a blend of evangelism and change management techniques
  3. 3. 3 Michael Roy is an experienced requirements professional. For more than 25 years, he has worked in the business analysis practice at both a tactical and strategic level including the build and implementation of transformation programs. Michael has worked at multiple Fortune 500 companies on change initiatives aimed at improvements to the business analysis practice.
  4. 4. 4 You direct or support organizational initiatives to change the business analysis practice
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  7. 7. 7 Procedures Techniques Templates Governance/ Rules
  8. 8. 8 Training Pilot Projects Go Live Date Roadmap
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  13. 13. 13  We focus on building a better mousetrap and fail to understand why people would not want to use it
  14. 14. 14  Adoption relies on governance instead of winning hearts and minds both in and outside the business analysis community
  15. 15. 15  We underestimate the forces of resistance
  16. 16. 16  We underestimate the attraction of the status quo
  17. 17.  A sense of urgency gets replaced by performance monitoring and status reporting  Promised organizational buy-in fails to materialize  Results take longer than expected to arrive Newer and brighter initiatives divert attention and resources elsewhere 17
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  20. 20. 20 The Greek word εὐαγγέλιον (latinized to Evangelium) originally meant a reward given to the messenger for good news (εὔ = "good", ἀγγέλλω = "I bring a message“)
  21. 21. © 2015 Oxford University Press 1. The spreading of the Christian gospel by public preaching or personal witness 2. Zealous advocacy or support of a particular cause 21 © 1992, Guy Kawasaki, Selling the Dream “Evangelism is the process of selling a dream” “Selling a dream means transforming a vision – that is, an insight that is not yet perceptible to most people -- into a cause and getting people to share that cause”
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  26. 26. 26 Malcolm Gladwell
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  29. 29. 29 Description#1 - Show the Promised Land
  30. 30. 30 Why ?#1 - Show the Promised Land Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action (2009)
  31. 31. 31 How#1 - Show the Promised Land Simple but direct messaging Visualization that inspires Communication before, during, and after
  32. 32. 32 #1 - Show the Promised Land Passion and enthusiasm Supportive Open to feedback
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  34. 34. 34 Description#2 – Spread the Word
  35. 35. 35 Why ?#2 – Spread the Word Austin Powers, The Spy Who Shagged Me (1999)
  36. 36. 36 How ?#2 – Spread the Word Knowing your community Anytime, Anywhere, During Work, After Work Formal Channels, Social Media
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  38. 38. 38 Description#3 – Look for Agnostics, not Atheists
  39. 39. 39 Why ?#3 – Look for Agnostics, not Atheists
  40. 40. 40 How ?#3 – Look for Agnostics, not Atheists Segmenting the target audience Understanding the needs of the unconverted Showing how the change(s) align with their needs
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  42. 42. © 2015 Oxford University Press 1. The management of change and development within a business or similar organization. 2. The controlled identification and implementation of required changes within a computer system. 42
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  46. 46. 46 Description#4 – Transformation Needs a Transformative Vision More than platitudes More than “better requirements” in the context of SDLC More than direction, aspirational, it must motivate
  47. 47. 47 Why ?#4 – Transformation Needs a Transformative Vision Warren G. Bennis, On Becoming a Leader (2007) Peter Senge
  48. 48. 48 Example#4 – Transformation Needs a Transformative Vision
  49. 49. 49 How ?#4 – Transformation Needs a Transformative Vision Incorporating simplicity, directness, and clarity Building the vision with business participation Validating the vision from top to bottom
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  51. 51. 51 Description#5 – Stack the Deck
  52. 52. 52 Why ?#5 – Stack the Deck David Pottruck, 2014
  53. 53. 53 How ?#5 – Stack the Deck Identifying low-hanging fruit optimal for small wins Selecting high-performance individuals to pilot change Choosing initiatives with cross-department visibility
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  55. 55. 55 Description#6 – Assess and Adapt
  56. 56. 56 Why ?#6 – Assess and Adapt
  57. 57. 57 Why ?#6 – Assess and Adapt
  58. 58. 58 Why ?#6 – Assess and Adapt Albert Einstein
  59. 59. 59 How ?#6 – Assess and Adapt Continual checking of change success & failure Reassessing change applicability and suitability Utilizing scheduled refreshes to the rollout plan
  60. 60. 1. Addiction to Status Quo (Complacency) 2. Naysayers/oracles of doom 3. Initial Setbacks 4. Partial Adoption 5. Communication Overload 6. Change Fatigue 60
  61. 61. 61 I Do Not Want to Change Change initiatives must inspire, convey a sense of urgency, and show why the status quo no longer works
  62. 62. 62 I Do Not Want to Change It’s Not Going to Work Demonstrate that it does work with early victories; stack the deck
  63. 63. 63 I Do Not Want to Change It’s Not Working ! Assess and adapt; listen to challenges and iterate change to address variations
  64. 64. 64 I Do Not Want to Change Am I the Only One following the script ? Optimize adoption by targeting the unconverted
  65. 65. 65 I Do Not Want to Change I’m tired of change Recognize fatigue; inspire and motivate using evangelism, passion, fervor
  66. 66. 66 I am Buried by So Many Messages Keep the message as simple as possible. Keep the message consistent; leadership gives the same message and reinforces each other
  67. 67.  Promised organizational buy-in fails to materialize  Results take longer than expected to arrive  Adoption relies on governance instead of winning hearts and minds in and outside the business analysis community Complacency and resistance to change are underestimated A sense of urgency gets replaced by performance monitoring and status reporting Newer and brighter initiatives divert attention and resources elsewhere 67
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  75. 75. 75 “Real men ask questions, they don't spout out answers." Guy Kawasaki
  76. 76. 76  Learn better change management techniques to apply when transforming the business analysis practice  Learn different evangelism practices to make changes in the business analysis practice stick  Learn how to conquer obstacles to change using a blend of change management techniques and evangelism
  77. 77. 77 www.wordle.net freedigitalphotos.net • Paul Martin Eldrige • Filomena Scalise • Renith krishnan PresentorMedia File Name: transforming the business analysis practice – v0.0.10 Last Changed: 2015-MAY-27

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