Article Menu

Tuesday, 04 October 2011 10:56

The Business Analyst’s Citizen’s Arrest

Written by 
Rate this item
(0 votes)

Oct4_Kupe_Feature_sizedThe other day I saw someone pull out in front a school bus.  The school bus was filled with children and was right in front of the school.  I was irate at the driver and said to myself, “I wish I was a police officer so I could pull that person over and hand them a ticket!”  Later I thought about why I didn’t pull that person over or at least get the car’s license plate and call the police to report reckless driving.  In the United States and other countries there is the concept or law around a citizen’s arrest.  Anyone, regardless if they are law enforcement or not, can make an arrest.  This sounds great on paper, but is not as easy as it sounds.  How would I get this person pulled over?  If I did get him to pull over, what would stop him from laughing in my face and driving off?  I was already late for work and had a lot to do.  A citizen’s arrest would just put me even further behind.  No one was hurt by the reckless driving so it became very low priority for me. 

I bet you this same questioning and doubt goes through your mind when you think a project is headed down the wrong path.  “I’m just the business analyst, I can’t stop the project.  Who is going to listen to me?”  “I have three other projects…I don’t have time to talk with the PM or business stakeholder about this little enhancement project.” 

It’s time for you to make a citizen’s arrest by waving the red flag or shouting from the hill tops.  Anyone on the team or involved in the project has the power and authority to question the direction of the project if it is not aligned with the objectives it set out to tackle.  As a business analysis professional you are in a perfect spot to recognize when and where a project is getting off the mark.  Companies have limited resources and need to be as effective as possible with those resources.  If a project is on its way to failure you need to stop it.  Even if you do not have the authority to cancel or change the direction of a project, you need to provide the necessary information to the people with the authority to help them make an informed decision.

I know this is not as easy at it sounds. A student of mine reminded me of a tip she received from one of our instructor’s, Pam Swent.  Pam gives the advice to use the phrase, “I’m concerned about…”, when sharing your thoughts about a project being off the mark.  Starting the conversation off with that phrase puts people at ease. It reduces the risk of people getting defensive.  It shows you care about the success of the project and company. 

Don’t be like me allowing reckless driving to happen.  Don’t sit there thinking you need to say something, but never do.  You have the power to make things right.  Go make it happen.

All the best,

Kupe

Don't forget to leave your comments below!

Read 3248 times Last modified on Tuesday, 27 March 2012 13:46
Published in Kupe Kupersmith
Kupe Kupersmith

Kupe Kupersmith, President, B2T Training, possesses over 14 years of experience in the business analysis profession. He has served as the lead Business Analyst and Project Manager on projects in the utility, television and sports management and marketing industries. Kupe is a Certified Business Analysis Professional (CBAP) through the IIBA. Kupe is a trained improvisational actor and performed for years in clubs around Atlanta.  He is a big believer that we can work and learn while having fun. Kupe is a connector and has a goal in life to meet everyone!

Latest from Kupe Kupersmith

More in this category: « Why Business Analysis Processes are a Waste of Time Stop the Multitasking »

Comments  

 
0 # Jon 2011-10-04 06:15
"The power of accurate observation is frequently called cynicism by those who don't have it."
Reply | Reply with quote | Quote
 
 
0 # David Rosenberg 2011-10-04 06:15
Kupe! Yes. BA's should never be afraid to stand up and say "Whoa!" Even if we get overruled, we shouldn't avoid being honest about what we see and what we can envision. A really smart guy once said, "The whole world is a narrow bridge. The most important thing is not to be afraid." So, if you see something, say something. (By the way, not to pick too many nits, it's not "one of our instructor's... " unless this is a possessive. Since it refers to one of a group,it should be "one of our instructors, Pam Sweet." We get paid a lot of $$ for our documentation and deliverables, so we should be doubly careful.)
Reply | Reply with quote | Quote
 
 
0 # Doug Goldberg 2011-10-04 06:38
Kupe This is a really important piece of advice you are offering and you hit on the one of the biggest problems: FEAR of reprisal. Sure that could come in the form of defensiveness, but that's on a good day. I can't tell you how much trouble I've gotten myself into by raising a voice of concern over the years, but I can say I've done my job. The bottom line is that I'm still here and my department and customers know that I have their concerns in mind and am not afraid to tell the truth. So, that is often how I phrase it while bringing the problem to light. Part of my obligation as an analyst is to raise concern about risk and other such project maladies. I offer the information and I then transfer ownership of it to the recipient. They may do whatever they like or do not like with it. This takes much of the fear of reprisal out of the equation. When an analyst has done what he or she is supposed to do (and hired to do), there may be some rebuke; but the analyst has also taught peers and management that there is one person who will stand up when needed and take responsibility for what is necessary.
Reply | Reply with quote | Quote
 
 
0 # Kupe 2011-10-04 06:50
@Jon - Thanks for adding that quote. very fitting. You and David made me Google your quotes to see who wrote them! @David, Thanks for your comment and the misuse of the apostrophe. @Doug - That's it man. In the end you have their back!
Reply | Reply with quote | Quote
 
 
0 # Kent McDonald 2011-10-04 07:18
Kupe - Great point, although I am surprised by your admission of not stopping the reckless driver. If you are not careful, you could have someone do a citizen arrest on you for failure to fulfill your duty to rescue (see the final episode of Seinfeld). The same could be said for team members who see a project going off course. Even if there is not a law around it, they should at least raise awareness of it to the people that can most impact as David suggested.
Reply | Reply with quote | Quote
 
 
0 # Kupe 2011-10-04 07:23
@Kent - I am an open book!
Reply | Reply with quote | Quote
 
 
0 # Bennett 2011-10-04 07:32
Nice piece indeed - a very valuable take-away tip. If ever there was an ability to spot something that everybody else misses and to do something about it - that would be a quality that belongs in the BA's repertoire. That's not to say others should not as well - they should - but may be too engrossed or lack the courage to step forward. Sometimes, it would require careful, diplomatic treading as other's may not appreciate being corrected or having an issue raised by someone other than their boss. As well, Senior management may be privy to information not available to the rank and file Notwithstandi ng that, better to speak up than remain silent. It could make an immense difference to the direction and success of the project.
Reply | Reply with quote | Quote
 
 
0 # vijay 2011-10-04 10:29
I agree with @Bennet Kupe , your views are right if we work with mutiple projects. Thin k of midsized companies hardly their bread and butter is very few projects which you can count on finger tips. " BA should be Very Diplomatic and act as a Consultant " for both business side and company side.
Reply | Reply with quote | Quote
 
 
0 # Mike M 2011-10-04 13:25
The culture of the Organization will dictate whether your Citizen's Arrest will be taken seriously. If you are new to a company, Pam Swent's advice about the way to approach the powers that be with the alleged misdeed is excellent way to avoid being labeled a malcontent (and subject to harassment and abuse). If you've been there a while, you know the culture - if the Organization is open, speak up. An organization that values input and encourages Citizen's Arrests will investigate and determine the truth. Side note: there are always 3 sides to the story (yours, theirs and the truth) It is always possible that additional facts may support the deed - in which case the Open Org will explain the new facts or extenuating circumstances that came to light during the investigation - again, without any retribution. If the Organization is not open and engages in retaliation for any but the most positive rosy-picture view, why are you still working there (other than this is a lousy economy)? or why aren't you working on your resume and job search?
Reply | Reply with quote | Quote
 
 
0 # Adriana B. 2011-10-04 21:29
Valuable advice for all BAs, Kupe! After reading a couple of comments about getting in trouble for speaking up, I thought I'd leave my own story in case it helps some BAs be less afraid of reprisal :-). I can't count the times I got home from work and told my husband "time for me to update my resume", after questioning the direction of a project or even the approach senior management was taking. Then, the next day I was surprised to see how well the people who could have taken my remarks as direct criticism of their work reacted. I remember once being told by the head of IT "tell me why you felt you needed to share this with the business", but that was the extent of the "consequences" I had for speaking up (after I explained my viewpoint, the executive was able to see that my intention was to solve a real problem, and he later recognized the positive results of my "waving the red flag"). I completely agree with Doug's comment: "Part of my obligation as an analyst is to raise concern about risk and other such project maladies. I offer the information and I then transfer ownership of it to the recipient. They may do whatever they like or do not like with it." That's exactly my modus operandi. Once I've offered my views, it feels like weight has been taken off my shoulders. Even if nothing is made to address the problem (and yes, sometimes we don't have visibility into all elements in play, or there's simply not enough interest in solving the problem), I'm satisfied. Same as with a citizen's arrest, what happens next with the source of the threat it's not my problem any longer ;-).
Reply | Reply with quote | Quote
 
 
0 # $udhi 2011-10-05 01:10
One of the biggest strength of a BA is the observation skills and he should and he shall point out the flaw in the process to the PM/Sponsor/othe r SHs!!
Reply | Reply with quote | Quote
 
 
0 # Lorie Karpyn 2011-10-05 01:55
Awesome analogy! Could not agree more and will share with my BA CoP now!
Reply | Reply with quote | Quote
 
 
0 # colin 2011-10-06 07:46
Another thought provoking article from Kupe. However, I would urge caution in adopting this approach and suggest being very careful how issues like this are raised and who with. It is a fact of life that people do not like bad news and (even when it is glaringly obvious) and often blame the messenger. The cult of ‘self-help’ gurus – both personal and business – have managed to convince a lot of people that a positive outlook is all you need to be successful / deliver a project. In some organisations, anyone being less than wildly optimistic about a project is seen as being negative. This means that anyone pointing out problems with a project runs the risk of getting a reputation for being negative, which may have an impact on their career. In some cases, deciding whether to speak up or not becomes a delicate decision - balancing personal ethics against career progression & income.
Reply | Reply with quote | Quote
 
 
0 # Kupe 2011-10-06 22:17
@Colin - There is definitely a balance and you have to make a calculated risk in deciding when to speak up based on the culture of the org. If every move and decision is met with "I'm concerned", yes you will most likely be tagged as the negative one and could impact your career growth. But, I don't think career progression is always a must if you keep quiet. If there are enough bad projects, there is no company. Where there are large gaps, where if it is obvious to you its probably obvious to everyone else...speak up.
Reply | Reply with quote | Quote
 
 
0 # Joy Toney 2011-10-06 23:28
Awesome article! Courage and integrity should be concepts woven into the professional fabric of the BA, especially so if you are a certified practitioner. We get paid to think. We must think through opportunities and risks and communicate the impact of both. We're professionally obligated to raise hands when we see red flags. If we don't, we play into the stereotype of the overpaid order-taker.
Reply | Reply with quote | Quote
 
 
0 # Omar 2011-10-08 16:29
From the time I arrived on the project I gently made my concerns (and that is how I said it) known on the dearth of requirements in our project and it finally paid off when the program directors gave in after two years and included a specific requirements phase in our project method. But this was not after as the client BA I was blamed for the delay on projects with nonsensical reasoning that I should've been establishing requirements whilst at the same time as validating them to meet project timeline. I was hounded out of my company as being out of step with the company thinking. I couldn't agree more... Sometimes it is better to be true to yourself and move on.
Reply | Reply with quote | Quote
 

Add comment

back to top