Skip to main content

Author: Kupe Kupersmith

Don’t Bother Building Consensus

Written by Kupe Kupersmith on . Posted in Articles. 2 Comments on Don’t Bother Building Consensus

May10_KupeWouldn’t it be great if all stakeholders always agreed on the specifics of a requirement or scope of a project?  It would be easy, but thankfully it’s not reality.  Best decisions are not made when everyone agrees and there is a lack of debate and discussion about differing opinions.  Business analysts need to work with stakeholders to allow them to discuss, debate, and then come to a decision on how to move forward.

This process is usually referred to as building consensus.  There is a problem with building consensus.  First of which is it may never happen.  I often hear people referring to consensus as trying to get everyone to agree on a decision.  A common definition of consensus is “An opinion or position reached by a group as a whole“. Here are negative scenarios that can result with consensus building as defined:

  1.  A decision never gets made or is delayed – By trying to get everyone to agree, stubbornness can kick in and individuals can stall or stop decisions from being made.
  2. A weaker solution can be determined – By trying to include something for everyone the best solution can be watered down.

In my opinion you don’t want consensus – you want buy-in from the group.  The definition of buy-in is “agreement to support a decision”. With consensus you are trying to get everyone in agreement on the decision.  With buy-in you are trying to get people to back the decision and do what is necessary to move forward.  You don’t need to get everyone to agree that the decision is the best.  You need everyone to support the decision.  There is a subtle difference, but a there is a difference.

How do you get buy-in?  Let them share their ideas.  If people have had the chance to speak their mind they are more likely to buy-in to a decision even if they are not totally convinced it is the best solution.  This is the same as trying to build consensus, but the tone changes from “do you agree with the decision” to” can you support the decision.”  Leaders know that any movement is progress.  Decisions need to be made, executed, and evaluated.  Getting buy-in allows you to move through this process faster.

Another reason I promote buy-in over consensus is buy-in comes into play at times you think consensus is not needed.  Based on the shared belief of consensus, consensus requires multiple people agreeing on a decision.  Buy-in kicks in when one person makes a decision.

Often there is one ultimate decision maker.  As a BA you can’t just go to that stakeholder to get the scope of the project and all the requirements and move on.  There are others that are impacted and can easily sabotage or slow down the process if they don’t buy-in.  Not getting buy-in is a cause for scope creep. Think about a director making a decision about project scope in a vacuum and not including his management team in the decision process.  There is a great chance that one or many managers will not agree with that decision and try to slip in their scope items throughout the project.  As the business analysts you need to recognize when people are not bought-in to a decision.  You may need to step back and gain buy-in before moving forward in the project.     

Can you support this?

All the best,

Kupe

Don’t forget to leave your comments below.

 

 

 

Be an IT Star: Practice Business Analysis Skills

Written by Kupe Kupersmith on . Posted in Articles.

Kupe_April26I came across an article written in 2008 on CIO.com and thought you would love to know the Four Secrets to Becoming an IT Star.  According to this article, being an excellent BA will help you on the path to stardom.  The author does not say that outright in the article, but it sure was my interpretation.  The fours secrets are:

Be good to your end user

The author of the article says if you want to get ahead don’t make people feel stupid.  You need to remember whether it is technical speak or discussing your business analysis process don’t try to sound smarter than your customers.  All that does it make them feel uncomfortable and not want to collaborate with you.  Don’t try to impress them with buzz words. Impress them with compassion and empathy.  It’s not about you; it’s about solving their problems. Always use language that is comfortable for your customer.

Go beyond the walls of IT and learn the business

This is so a business analysis activity.  The article talks about understanding business processes and observing the business community to know and see their pains.  As a business analyst, if you are not away from your desk talking with your business stakeholders and observing how they operate, you may want to consider another profession.   

Understand the organization’s structure and goals

As a BA you need to be focusing your efforts on the top priorities of the company.  When assigned to a project make sure you know where your project fits in with the overall goals of the organization.  During planning you should make sure you choose activities allowing you to spend the appropriate time based on the company’s priority of your project. In the article there was talk about creating value and knowing what the business views as high priority. As a business analyst this needs to be your primary mindset.  If an activity adds value to the goals of the company do it.  If it does not add value, don’t.

Build trust with your boss

In the article it is discussed that you have to be open and honest with your boss.  Share the good and bad news and don’t sugar coat issues.  The last thing a boss wants is to be blindsided with an issue which could he/she could have known about.  This is something I believe should go beyond just your boss.  In my last blog, It’s Time to Take the “Naked” Approach to Business Analysis, I touched on this concept.  You have to be open and tell the truth whether the news is good or bad.  This applies to your boss, your team, and definitely your business stakeholders. 

If you’ve read my earlier blogs you know I believe these are some of the qualities you need to separate yourself from the pack and be a desired business analyst.  I have also been saying for awhile now that the next generation of CIOs will be coming from the BA ranks. This article supports that conclusion especially since the article was written based on interviews with CIOs. So keep it up and be a star in your organization.

To soaring to the C-level,

Kupe

Don’t forget to leave your comments below.

It’s Time to Take the “Naked” Approach to Business Analysis

Written by Kupe Kupersmith on . Posted in Articles.

Kupe_April11Every now and then a book comes along that rocks my world.  Last week was one of those moments. I’m starting to sound like Oprah!  Although the book was not specifically written for business analysis professionals, it applies 100%.  The book, Getting Naked [1] written by Patrick Lencioni.  Most of my writing is about ways to become or stay a desired a BA.  If you want to take a leap forward in becoming desired read this book.  If I have not convinced you to buy the book yet keep reading. 

In Getting Naked Mr. Lencioni explains the approach, ‘naked consulting’, he and his team developed and practice in their management consulting firm.  The approach was designed to ensure client trust and loyalty.  In the book he explains the model around three fears that most of us live with.

  1. Fear of Losing the Business – Worrying about losing a client’s business may cause service providers and consultants to avoid the very things that ultimately engender trust and loyalty.
  2. Fear of Being Embarrassed – Rooted in pride, this fear can lead service providers to withhold their best ideas from clients.
  3. Fear of Feeling Inferior – To avoid feeling irrelevant or being overlooked, consultants try to achieve and preserve a high level of importance in clients’ minds.

By shedding these fears Mr. Lencioni has found that his clients are more trusting of him and his firm, more loyal, and best of all willing to recommend his company to peers at other companies. Here is a summary shared by the author on his website:

“We find that clients are more interested in candor, modesty and transparency than they are in confidence, authority and perfection.  That’s not to say that competence is irrelevant; clients need to know that we have the knowledge and experience to help them.  But once we’ve reached that level, the best way to differentiate ourselves from competition – not to mention help a client implement the ideas we’re recommending to them – is to be vulnerable with them.”

How does this apply to the business analysis professional?  In my post, No One Wants to Work with a Jerk, I discussed having the experience and knowledge of the technical aspects of our profession is parity.  You won’t separate yourself from the pack if you only focus on the technical aspect. It’s the softer side that differentiates you and your team.  For our profession this is what Mr. Lencioni is talking about when he says “That’s not to say that competence is irrelevant; clients need to know that we have the knowledge and experience to help them.  But once we’ve reached that level, the best way to differentiate ourselves from competition – not to mention help a client implement the ideas we’re recommending to them – is to be vulnerable with them.”

Whether you view yourself as a consultant or not, you are a consultant or a service provider.  Many BAs don’t want to admit they are consultants because there is a negative view of that title. This is due to many consultants’ fear of losing business, fear of being embarrassed, or fear of feeling inferior.  By defending against these fears most consultants come across arrogant and egotistical.  Their focus is on how smart they are and a lack of focus on the customer’s needs. 

There are many great principles in this book that we should all be implementing. For today, I want to make a point about fear of losing the business.  If you don’t work for a consulting firm equate this to fear of losing your job.  As part of this fear Mr. Lencioni talks about telling the kind truth. Difficult messages need to be delivered even if the receiving end does not want to hear it. As a BA you have to take the viewpoint of what is best for the company. It has been said by me and others that the value of business analysis shows itself when a project gets canceled or redirected.  BAs are in the perfect position to recognize when a project is off course and not aligned with the goals of the company.  If you see this happening you can’t sit back and let the project continue; even if the project sponsor or your boss really wants to implement the project.  You need to tell the kind truth and help the sponsor or boss see why the project needs to be canceled, delayed or redirected.  I have spoken with many BAs who are scared to raise these issues due to the potential of hurting their career at a company or potentially losing their job.  First, I agree with the author that “naked consultants understand that they have a responsibility for being a truth teller, even if this means they will be sacrificed.”  If you lose your job because of bringing up issues like this, do you really want to work there?  If enough bad projects continue most likely the company will go under or at least have some layoffs and reorganization efforts. Either way you can be impacted.

“Getting Naked” is a quick read jammed with great content.  This book will give you ideas on how to make sure your focus is always on doing what is good for your clients and help you become a desired BA.  As a BA community we need to continue to improve and the concepts in the books can definitely help if implemented.

How about we start Kupe’s online book club.  Once you read this book please come back and leave your thoughts on how you plan to implement the concepts.  If you have read the book, tell us what you think?  Have you implemented any strategies yet? 

To being “naked”,

Kupe

Don’t forget to leave your comments below.

1 Book:  Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty
Publisher: Jossey-Bass; 1 edition (February 2, 2010)
ISBN-13: 978-0787976392
Author: Patrick Lencioni

The Decline of a Business Analyst’s SMEness

Written by Kupe Kupersmith on . Posted in Articles.

Kupe_March29Over the past few weeks I have been hearing a similar theme from managers of people performing business analysis. The questions come in many forms relating to business analysis and the need for subject matter expertise. The root issue comes down to this: ‘Should a BA be a subject matter expert (SME) or should a BA have the necessary skills to learn about the business?’

There are so many factors at play to answer the questions. Instead of starting with “it depends”, I start my response with this; if the BA is new to an area they have to have some deep subject matter expertise in the area they will be working in. If they are a more senior BA, (see this post for my definition of a senior BA, The Six key Characteristics of a Senior Business Analyst), subject matter expertise may not be as necessary.

The first thing everyone needs to understand is that a business analyst’s SMEness declines the day they leave the business area they were experts in. Organizations have to realize the BA in the IT group is not the one that should be defining the requirements for the business. Paul Mulvey wrote a good blog, Stay Out of the BA ‘death zone” , about the downfalls of SMEs becoming BAs and the things to watch out for. I won’t repeat those here.

So what is a manager to do knowing there is a natural decline in SMEness and that senior BAs aren’t required to be SMEs to be effective. This opens up possibilities to be more effective as a team, more effective as a profession. If SMEness goes away, then BAs can be assigned to projects outside the business area where they have experience. This opens up the door for a shift in how BA teams are structured. There needs to be multiple levels of BAs collaborating together to be efficient and provide opportunity and growth. As I mentioned earlier, a new or junior BA who has fewer skills should start working in the business area they are most familiar. When I started my BA career I worked on accounting application projects. Since I was an accounting major in college and worked as an accountant it was a good fit. From there I was able to build my BA skills through working with mentors and formal training. As my BA skills improved I began to work on projects in other areas of the business. As individual BA skills and experience increase there is no longer a need to know the business area in great detail. A senior BA learns enough about the business area to address the needs of the project. Most of all they know to find the right people in the business to define the requirements.

By building organizations where there are multiple levels of BAs, companies can reduce salary cost and provide increased opportunity for growth. The senior BAs can be used in two main ways. They should mentor junior BAs or be put on critical projects regardless of the business area. The junior BAs should work on projects in their sweet spot and use the senior BAs as mentors. In most cases a junior and senior BA should pair up on projects. The senior BA should help scope and plan the BA work and assign the appropriate tasks to the junior BA. If working with junior BAs does not seem appropriate for the senior BA, they can be used on critical projects regardless of the business area.

By structuring teams in this manner you will keep the senior BAs excited and motivated and give additional growth opportunities to both senior and junior BAs. For junior BAs they have the upward movement to senior BA. For the senior BAs they gain relevant experience to move into management positions and/or a strategic BA role.

The decline in SMEness is not a bad thing. Recognize it, embrace it, and structure your BA resources to address it.

All the best,

Kupe

Don’t forget to leave your comments below.

 

Does Your Language Make People Nervous?

Written by Kupe Kupersmith on . Posted in Articles. 2 Comments on Does Your Language Make People Nervous?

Last week my wife and I attended my cousin’s wedding in the Dominican Republic.  It was at a beach resort filled with tourists from around the world.  The ceremony was right on the beach…beautiful!  After the sun went down many of us stayed on the beach to celebrate with the bride and groom.  At some point the biggest man I ever saw in my life decided to join the party.  He was not with our group and stumbled upon us as he was walking the beach.  He appeared to be in a good mood and was speaking loudly in a language I did not understand.  He came up to me and in a fun way slapped me on the back.  The pain was so intense; I thought he separated my shoulder.  As his backslapping and booming voice continued, I started getting very nervous. I was not sure what was going to happen.  Could the biggest man in the world turn on us?  At one point I started to think about what I would do if he got mad and came after us.  I decided I would go for the ankles.  Trying to hit him would leave me with a broken hand.  He eventually moved on without incident and the celebration continued. 

Later I did some self analysis to try and determine what made me so nervous.  It all had to do with me not understanding what he was saying, and he could not understand us.  In addition, the fact that he was the biggest man alive, there was the risk of him doing physical damage. 

So, does your language make your business stakeholders or your team nervous?  In our profession we have to communicate with many people speaking different “languages”. Like the guy on the beach your intention is most likely not to make the people you work with nervous. But, if you are not speaking their language there is a good chance you do make them nervous.  If you speak to technical to your business stakeholders or not technical enough to your development team, you may be making them nervous.  If you communicate in too much detail to your management or not enough detail to your quality assurance team, you may be making them nervous.  These are obviously stereotypes as you know some managers want all the detail.  The fact is if you are making the person you are communicating with uncomfortable, they are not hearing you.  They are thinking about ways to protect themselves. 

You have to determine and be aware of what language the people you are communicating with speak.  To progress in your career you have to become multi-lingual. 

Cheers (Salud, A La Votre, Na zdorovie, L’chaim, Kan-pie…),

Kupe

Don’t forget to leave your comments below.