IIBA Nashville Series - Organization of Change (Episode 1 - Introduction)

Enterprise Agility

Mastering Change and the Role of the BA

An IIBA Series

A Systems Approach to Implementing Long term Strategic Solutions

Introduction to Series

Craig A. Stevens

BAs are vital to making Change Possible. Today is an overview of The Change Cycle then next we will start with how to use the Seven Attributes of Excellent Management (7AEM) to analyze, drive improvements, and document the requirements as applied to change management and other BA goals.

1. Making Excellent Leadership Happen in the context of the IIBA CBAP certification and its importance in leading teams and organizations towards success.

2. Building Excellent Cultures and how creating a positive organizational culture can enhance the value of IIBA certifications, such as the ECBA and CCBA.

3. Understanding Customer Focus to explore the importance of understanding the voice of the customer and meeting the needs of stakeholders in the context of the IIBA BABOK framework.

4. Engaging and Motivating People and the role of people management in IIBA certifications, such as the Agile Analysis certification.

5. Building Excellent Core Competencies for BA’s and how those align with organizational change management.

6. Continuous Improvement of Processes and Systems leading to understanding the effectiveness and efficiency needs of the organization and professional development for BAs within the organization. We will look at IIBA tools, such as the PMI-PBA certification.

7. Excellence in Performance Measures will explore how BAs can help our stakeholders track and improve operations and change.

By applying the Seven Attributes of Excellent Management to BA competencies and the IIBA certifications, this series of presentations will provide valuable insights for business analysts seeking to enhance their skills and advance their careers.

Either change or become irrelevant!

If you are not disrupting yourself, you will be

playing by someone else's rules

“In times of change, learners inherit the earth, while the learned are beautifully equipped to deal with a world that no longer exists!”

Roland Barth

Happy Results Over Time Takes Work

But There are Bigger Issues

Business, Operational Excellence, Quality, and Productive Sustainability

…requires the understanding that Every Person, Thing (Animal, Vegetable, or Mineral), Organization, Product, Service, Business, and Great Idea

Everything goes through a lifecycle

Normal Business Lifecycles Management

Is there a Real “Butterfly Effect” in Nature

Time and Distance Affects the Change Curve Within the Organization

(1a) EXTERNAL ENVIRONMENT, International

(1b) EXTERNAL ENVIRONMENT, Domestic

(4) INTERNAL ENVIRONMENT

(5) SYSTEMS

(2) People

ISO Quality Standards

The Organization as a System

Dissertation Attempt #2

(5) People (Behavior Theory)

(1a) EXTERNAL ENVIRONMENT, International

(1b) EXTERNAL ENVIRONMENT, Domestic

(3) INTERNAL ENVIRONMENT

(4) SYSTEMS

Goal: Engage system stakeholders into LP efforts by enhancing their quality of life

4. Sustain Via Enhancing Quality of Life

Goal: Develop an effective LP strategy that reduces resources and effort Level

1. Define Systems Based Problem

The Sawhney Model: Sustain Via Enhancing Quality of Life

2. Align CI with Desired Organ. Outcomes

Goal: Develop a systematic diagnosis that categorizes and connects LP with system growth and organizational competitiveness

3. Enhance System Throughout Via Reliability

Goal: Develop a relative solution throughout LP that enhances systems capacity via throughput

From unknown source show example of land.

Physical Systems and Processes can be Tied Together in Layers

https://searchapparchitecture.techtarget.com/answer/How-will-microservices-development-benefit-enterprisearchitecturehttps://searchapparchitecture.techtarget.com/answer/How-will-microservices-development-benefitenterprise-architecture - Twain Taylor

Design Thinking

The Interrelationships Leading to

Change

Problem Solving

Attitude of EMPATHY

1: Empathize – Develop an understanding of the users and the job that the product, service, or solution does for the users.

Design Thinking (Systems Thinking)

Analysis “Understand”

2: Define – Combine data, explore users’ problems, and investigate “what is”. (Form, Fit, and Function)

Attitude of EXPERIMENTATION

3: Ideate –

Generate wild and crazy ideas of “what if” and “what wows.”

Value Engineering

Problem Solving “Explore”

Attitude of EMBRACING AMBIGUITY

4: Prototype – Build prototypes, simulations, trial-anderror, and find “what works.”

5: Testing – Show, demo, work with and get feedback from the users.

Attitude of CREATIVE CONFIDENCE

6: Implement – Put vision and solutions into action.

Our Three Easy to Understand and Use Improvement Phases

Compared to 6-Sigma - Tools Goals Remove Variations and Improve Quality

KISS Principle of Process

Improvement and 6-Sigma

P = Problem Solving

I = Implementation Using Project Management Tools/Support

The Three Phases of Continuous Improvement (3PCI)

Role of the Operations Teams

I = Implementation

Using Project Management Tools/Support

Role of the CI, Lean, Six Sigma Team

The Four Phases of Project Management (Traditional/Agile)

All the lifecycles for both Agile and Traditional PM can be divided into 4 phases.

1. Concept Phase

2. Planning Phase

3. Executing or Implementation Phase (Agile includes many cycles)

Concept

Executing (Agile or Traditional)

Transfer and Closure

4. Transfer and Closure Phase

Planning

How Can we Minimize the Natural Cocoon Phase/Dip ?

We Can Control the Depth of the Cocoon Phase

Before A Change During A Change After A Change

Natural Cocoon Phase

Productivity,

The Dip is Made Up of the 7 Attributes

Function = F(x) = a (f(Leadership)) + b (f(Culture)) + c (f(Customer Focus)) +

d (f(Teams)) + e (f(Problem Solving + Skills)) +

g (f(Change Management + Continuous Improvement) +

h (f(Performance Measurement)

Link to e-WBS.com - Driving Toward Excellence by Measuring Performance

Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 ©

BAs - bridging the gap between business leaders and technical teams

1. Understand the business goals: a clear understanding of the organization's overall goals and objectives. Align work with the organization's mission and ensure that the projects they work on are aligned with the company's strategic goals.

2. Build effective relationships: build effective relationships with stakeholders, project managers, and team members. This requires strong communication skills, empathy, and active listening.

3. Facilitate collaboration: facilitate collaboration between different departments and teams within the organization. This includes helping to break down silos, encouraging knowledge sharing, and promoting crossfunctional collaboration.

4. Embrace change: embrace change and be willing to challenge the status quo. This means being open to new ideas, technologies, and ways of working.

5. Encourage innovation: encourage innovation by promoting creativity and a culture of experimentation.

6. Use data to inform decisions: use data to inform decisions and drive insights. This requires strong analytical skills and the ability to synthesize complex information into actionable insights.

7. Lead by example: set a positive tone for the team and be accountable, demonstrating a strong work ethic, and taking ownership of projects and tasks.

What does the IIBA say

1. Focus on delivering value: BAs should always keep the organization's goals and objectives in mind and work towards delivering value to stakeholders. This requires an understanding of the organization's strategic objectives, the needs of stakeholders, and the ability to prioritize work to maximize value delivery.

2. Collaborate effectively: BAs should collaborate with stakeholders, project managers, and team members to ensure that everyone is aligned towards the same goals. This includes effective communication, active listening, and conflict resolution skills.

3. Lead change: BAs should be change agents and should drive change within the organization. This requires an understanding of the organization's culture, an ability to identify opportunities for improvement, and the ability to work with stakeholders to drive change.

4. Foster innovation: BAs should encourage innovation by promoting creativity and experimentation. This includes identifying opportunities for innovation, promoting a culture of innovation, and facilitating the implementation of innovative ideas.

5. Use data-driven insights: BAs should use data-driven insights to inform decision-making. This requires an understanding of data analysis techniques and the ability to communicate insights to stakeholders in a clear and concise manner.

6. Develop leadership skills: BAs should develop leadership skills and be able to lead teams and projects effectively. This includes setting goals, motivating team members, and managing risks.

The Three Phases of A Change

Adapted from Palma Buttles-Valdez, Carnegie Mellon ,Process improvement Briefing to Software Engineering Institute, 2008 – who adapted it from and Dr. Mary Lippitt, Enterprise Management, LTD., 1987, ttp://www.jcse.org.za/upload/events/37/organisational_culture_and_people_issues_in_process_improvementdrpalma_buttlesvaldez.pdf 2/13 2013

Elements Required For Successful Change

Organizational Culture

Organizational Culture

Organizational Culture

Capable

Organizational Culture

Organizational Culture

Reinventing the Wheel

Barriers to Change

Leadership

Problem

Capable Processes

Capable Processes

Organizational Culture

Organizational Culture

Sporadic Change

Problem

Solving / Skills

Systems and Processes

People Systems and People

Culture

Solving/Skills

Tools

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