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BATimes_Jun8_2024

Key Documentation Prepared by Business Analysts

Written by Sushmala Sabala Ravindrnath Reddy on . Posted in Articles.

Documentation is the core part of the business analysis process that provides clarity, standards, and process details that help organizations in decision-making. The documentation provides information about the guidelines, requirements specifications, roadmaps, communications, blueprints, and solutions that are crucial for the execution of the project.

Business analysts create various documents to translate complex requirements into accessible language that can be understood both by the technical and non-technical staff of the team. Business analysts bridge the gap between the business stakeholders and the technical team by creating various documentation that provides clear, concise information on the problem statement, business objectives, key requirements, restrictions, exclusions, and solutions that help in the alignment of the team.

A well-crafted document by the business analyst helps the organization secure the budget required for the execution of the project and forecast any risks during the implementation of the project. Documentation also helps to align the project with the overall organization goal and describes the value added to the organization goal by the execution of the project.

 

Key Documentation Prepared by The Business Analyst

  1. Business Requirements Document (BRD):

The business requirements document is one of the most common documents that is prepared by a business analyst. BRD captures the big picture of the project and stakeholders’ business needs. It provides detailed information on the project goals, objectives, and approved solutions, along with the key deliverables that define the scope and associated benefits of the project’s execution.

Although the fields in the BRD change from organization to organization, here are the key fields in the BRD document:

  • Project details

The project details section includes information such as project name, project number (if applicable), organization department details, business sponsor details, key stakeholder information, project manager, architects, and details of the technical team members working on the project.

  • Project Overview

The project overview provides high-level project objectives and their benefits. This is the section one would read to get the complete summary of the project.

  • Project scope and out-of-scope items

The project scope lists the deliverables of the project; this helps both business stakeholders and the technical team be on the same page and provides clarity on requirements.

Project out-of-scope lists all the items that are identified as outside of the project scope. Identifying the out-of-scope during the initiation of the project helps to avoid any scope creep during the execution of the project.

  • Assumptions

The assumptions section provides a complete list of assumptions relative to the scope of work. These assumptions are agreed upon and approved by the business stakeholders.

  • Current and future state business processes

The current state of the of the business process depicts a snapshot of the current state of the organization, and the future state highlights the deliverables of the project.

This section helps to have a side-by-side comparison of the enhanced functionality that will be achieved by the project.

  • Business requirement

The business requirement is the main section of the BRD. This section lists all the action items that are required to achieve the project scope.

Along with the action items, it is important to assign priority to each item, as it helps the technical team identify which task they need to pick first.

For projects where the implementation of the business requirements is divided into multiple releases, it is important to include release details in the business requirements section.

  • Business rules

The business rules section consists of all the project-relevant business rules that were agreed upon and approved by the stakeholders. Business rules usually trace back to business requirements.

  • Project risks

The project risks section includes all the risks identified and mitigation measures for the risks. Identifying the risks ahead helps the team focus on their tasks and reduces uncertainty during the execution of the project. Identifying risks earlier also helps to make better business decisions.

  • Cost-benefit analysis

Cost-benefit analysis is the last section of the BRD. In this section, you describe how the project objectives will make a profit for the organization and estimate the ROI that can be achieved with the execution of the project.

 

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  1. Functional Requirements Document (FRD):

The Functional Requirements document provides information about the business problem and approved solutions for the problem. FRD is the contract between the business and the technical team to deliver the accepted solution. It provides information about key functionality that a solution system needs to have and the performance of the system. FRD captures all the nitty-gritty information about the solution product.

The FRD document is different from the BRD , as FRD focuses more on the nitty-gritty details of the solution and BRD focuses on the broader view of the overall project.

The style and fields of the FRD document change from project to project. Here are the key fields of the FRD document:

  • Project details

The Project Details section includes detailed information about the project, such as project name, project unique number, organization department details, business sponsor details, key stakeholder information, project manager, architects, and details of the technical team members working on the project.

  • Project Description

An overview of the project, its benefits, and the approved solution. This is the section one would read to get a complete overview of the project.

  • Project Background

The project background describes the problem statement of the project and the purpose of the project.

  • Project scope and out-of-scope items

The project scope lists all the deliverables of the project, including the technical details of the solution system. This section helps both business stakeholders and the technical team be on the same page and provides clarity on requirements.

Project out-of-scope lists all the items that are identified as outside of the project scope. Identifying the out-of-scope during the initiation of the project helps to avoid any scope creep during the execution of the project.

  • Assumptions

The assumptions section provides a complete list of assumptions relative to the scope of work. These assumptions are agreed upon and approved by the business stakeholders.

  • Functional requirements

The functional requirements section describes what the system must do. Functional requirements must be drafted in a way that provides complete information about the business needs and specifications needed in the solution system.

  • Operational requirements

The operation requirements section describes how the system must operate, i.e., how fast the system should respond, how many responses the system needs to provide in the given time, etc.

  • Requirement Traceability Matrix

The requirement traceability matrix is described in detail in the section below.

The requirement traceability matrix is used to track the implementation of the functional requirements. The RTM is updated throughout the project to show the progress made in the implementation of the functional requirements.

  • Glossary

List all the business terms and their definitions.

 

  1. Non-Functional Requirements Document

The non-functional requirements document defines how the system must behave. This section is crucial for the execution of the project; it describes the capabilities of the system operation and its constraints. Non-functional requirements provide information about system users, scalability, operation, hardware and software, performance, retention and capacity, accessibility, and security.

The solution system can still operate by just executing the functional requirements, but it might not meet all the business expectations in terms of security, performance, scalability, etc.

 

Below are the fields that are going to be part of the Non-Functional Requirements document:

  • Security

Security is the most important section of the non-functional requirements document. This section captures all the security guidance that needs to be incorporated by the project execution team during the implementation of the project. It captures security architecture guidance, authentication, data security, risk management, and technology development guidance.

  • Users

This section provides information about the business expectations for the number of users that will use the system. And a number of concurrent users that the system can support without letting the system performance degrade.

  • Scalability

This section captures business expectations for the data volume that the system must support. It also captures the volume that the system can support during peak and non-peak times.

  • Operational

The operational section is different from organization to organization; this is the section that captures the Tier 1, Tier 2, Tier 3… (Severity 1, Severity 2, Severity 3…) incidents that arise and the action plan to resolve the incidents. Based on the severity of the incident, a recovery strategy is defined to get the system back up and running.

  • Hardware and software

This section includes information about any new hardware components required for the execution of the project and the specifications of the hardware components.

It also captures any new software installation or software configuration required for the completion of the project.

  • Performance

The performance section answers questions such as how fast the system needs to perform. What should be the response time of the system?

  • Retention and capacity

The retention and capacity section captures data types that need to be stored in the database and the data retention time frame required for the data. It also talks about the capacity of the database and the various logs that will be available.

  • Accessibility

This section captures information about who can access the system and the minimum requirements for accessing it.

 

 

  1. Requirement Traceability Matrix

The Requirement Traceability Matrix is the document used during the implementation of the project to trace the requirements to its test cases and further to any defects. The main purpose of this document is to prove that all the requirements have been successfully executed and tested by the project execution team.

The requirement The traceability matrix generally consists of the following fields:

  • Requirement Number

The requirement number is the business requirement or the functional requirement number that is captured in either the BRD or FRD document based on organization standards. All the requirements for the project are listed in this column.

  • Requirement description

A brief description of the requirement.

  • Test case number

The test case number is the unique number used to identify the test case for a particular requirement.

  • Testcase description

A brief description of the test case and its scenarios.

  • Test execution result

This section captures if the test case was a ‘Pass’ or Fail’ during the execution of the test case.

  • Defect number

If the test case execution fails, then a corresponding defect is created, and this section captures the defect’s unique number.

  • Defect Status

This section is used to capture defect status such as ‘Open’ or ‘Complete’. This helps to know if the defect was successfully fixed and tested.

 

Conclusion

Throughout this paper, we have discussed various documents prepared by a business analyst that play a crucial role in the project’s success, driving communication and streamlining the process. From the initiation of the project to the implementation and final deployment of the product, these key documents guide the team through the project lifecycle and ensure the team is aligned with business objectives at every step of the project.

BATimes_Jun1_2024

How to Prevent Project Burnout Before It Strikes

Written by Adrian Reed on . Posted in Articles.

I suspect many people reading this work on projects pretty continuously. It’s normal to jump from one project straight to the next, often without much time for reflection and decompression. In fact, you might be balancing multiple smaller projects at the same time. That’s a hard gig: typically each project has its own set of deadlines, and Project A’s sponsor doesn’t care that Project B has suddenly put extra demands on your time…

 

In situations like this, it’s easy to get into the vicious cycle of working longer and longer hours. Sometimes, for a very short and defined period of time, this might be OK. But when it becomes the norm, it can become unhealthy. When weekends become the ‘mop up’ time for all the emails you couldn’t clear during the week, and Monday is filled with a sense of dread, something is probably wrong. If you’re there at the moment, I feel for you. I’ve been there. I suspect we’ve all been there.

In this blog, I wanted to share some tips that can help avoid situations like this. Of course, we are all individuals and we all have different working patterns, so what works for me might not work for you. Certainly, you’ll want to adapt the tips below, but hopefully they’ll provide you with a useful starting point:

 

  1. Say “No” Effectively

There is rarely a lack of work to be done, there is a lack of time and attention to do it effectively. Say “yes” to unrealistic deadlines and there’s a risk that everything will be rushed and everything will be late.

Yet saying “no” sounds career-limiting, doesn’t it? Who would dare say “no” to a senior leader? Perhaps it’s all about how the message is given.  For example:

 

  • Say “yes, and here’s the impact”: Imagine you’re stretched and another task comes in. A way of responding might be to say: “I can absolutely do that, by that date. However, this will impact tasks B and C. Are you happy for this new task to take priority?”.
  • Say “Thanks for thinking of me, let me introduce you to someone that can help”: It’s easy to inadvertently take on the work that others might be able to do more effectively. Perhaps someone is asking you to pick up a support issue on a project that launched months ago and is now in ‘Business as Usual’ (BAU). A response might be “Thanks, it’s always really interesting to hear how things are going on that system! I’m somewhat out of the loop with that now, as the support team took over. It’s really important that these issues are logged with them, so they can track trends. Shall I send you over a link to the defect logging form? If you don’t get any response, feel free to follow up with me and I’ll connect you with my contact there”.
  • Say “No, but here’s what I can do (and offer options)”: Imagine a completely unrealistic deadline has been given. Saying yes will save short term pain, but will cause long term issues when the deadline is missed. A better option may be to say “I can’t hit that deadline (for the following reasons), however here’s an estimate of what can be done. Alternatively, with additional resource we could achieve this…”
  • Finally, a flat out “no” is fine sometimes: Not everyone agrees with this, but in my view, particularly when something is optional, it’s fine to say a flat out no. “Would you like to help organize the summer BBQ?”.  “No thanks, I’ve got a lot on right now, so that’s not something I’m interested in”. Of course, this needs to be delivered with rapport, empathy and respect.

 

There are many other ways, and it’s important to be aware of context and culture. What works in one situation will not work in others.

 

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  1. Find Ways of Recharging (And Make Time For Them)

We all have things that replenish our energy. For me, it’s exercise (whether that’s walking or going to the gym), reading and other hobbies. It will be different for you. The irony is that when things get hectic, often these are the very things that we jettison.  Don’t! Build them into your routine and make them non-negotiable.

 

  1. Celebrate Successes

It’s so easy to jump from sprint to sprint, delivery to delivery without actually reflecting on what was achieved. Celebrating even small successes is worthwhile. This doesn’t have to be a major event, just a lunch with the team, or some other kind of social event can help mark the milestone.

 

  1. Watch for Warning Signs

Finally, it’s important that we all look out for warning signs—in ourselves and others. I remember friend and fellow BA Times author Christina Lovelock talking about ‘digital distress signals’. Is someone emailing at 6am and then again at 10pm? Might that be an indication that they are overwhelmed?  If the person has an unusual work pattern (perhaps working before the kids go to school, and catching up in the evening) it might be totally fine. But if this isn’t the case, they might be pulling 14 hour days, and that’s got to be impacting them.

 

We all feel and experience overwhelm differently, and a little bit of stress is not unusual. There’s even a theory that a little bit of stress is good for you. But continuous stress is an issue, and it’s worth watching out for.

Of course, this article has only scratched the surface of this topic, but I hope you’ve found the ideas thought-provoking. I’d love to hear how you avoid burnout on projects. Be sure to connect with me on LinkedIn and let’s keep the conversation going!

 

BATimes_May30_2024

Unpacking BA Requirements for the Blockchain Industry

Written by Esther Folorunso on . Posted in Articles.

When the word blockchain is heard, cryptocurrency comes to mind next. Some need to realize that cryptocurrency is just digital money and other digital monies, such as stablecoins, exist.

What exactly does blockchain mean?

A blockchain is a shared or decentralized digital ledger of public, private, or hybrid transactions. It relies heavily on the flow of information and, in this case, the flow of transactions across many computers in a business network. This specifies that the blockchain wouldn’t have any core function without information or data. A blockchain network provides a shared, simple, single view of transactions, signifying that transparency is a strength and a win in this industry. Blockchain can potentially revolutionize how enterprises transact business and solve problems creatively.

 

What makes blockchain, blockchain?

The presence of a distributed ledger, which is the shared database in the network that stores the transactions; smart contracts, which are used to self-manage business contracts without the need for 3rd parties, which means they are triggered automatically when certain conditions are met; public key cryptography, which is used to identify the members in the business network; and permissions necessary to ensure that all transactions are secure, authenticated, and verifiable.

 

Is there a future for business analysis in this delicate but ever-evolving industry?

As business analysts, we have the strength to feature in any industry or organization and play an integral and delicate role in bridging the gap between the present and the future. Remember, business analysts need to understand that they exist to drive change while still understanding the capabilities and competencies of every shift (Read, Business Analysis, how and why I need to evolve).

Taking a deep dive into the future of business analysis in this industry, business analysts must have at least a basic understanding of how this industry works and the specific details related to the company in which they work. This will help you understand details that would help you identify the business needs and vision, understand the potential of this technology, and align it with the organization’s objectives—understanding how the industry works can be a solid requirement for benchmarking and market analysis in an event where this becomes necessary.

 

Secondly, the blockchain industry would thrive on the practical and right adoption and application of use cases, which is where business analysis comes in. This is necessary to identify specific use cases that highlight value to the enterprise or company and even the industry as a whole. Business analysts are crucial to determining the context in which blockchain helps attain value or change. Furthermore, this will be useful in communicating diverse use cases for blockchain technology to various audiences with differing levels of technology understanding and divergent business needs. This remains a critical gap; thus, there is a need to ensure and manage stakeholder collaboration, involvement, and engagement.

 

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Thirdly, stakeholders, top management, process owners, and project sponsors need to understand and assess the potential value blockchain would bring, possibly a solution to an identified problem, and determine if it meets their standards. Value assessment could be performed using a SWOT analysis, feasibility studies, cost-benefit analysis, market mapping, decision analysis, modeling, etc. An analysis of possible weaknesses and challenges this technology is prone to is an essential task all business analysts must perform, some of which include security concerns, as there is a possibility that distributed ledgers and smart contracts could introduce security concerns, data access, and storage issues based on the decentralized/consensus mechanisms (proof of work), and the evolving regulatory landscape surrounding blockchain can significantly impact and influence business requirements. It is pertinent to note that regulatory requirements always prevail to avoid costs and penalties in requirement prioritization. For example, the Nigerian government initially placed a ban on cryptocurrency but lifted this ban in December 2023. In this situation, business analysts would need to assess the viability with due consideration of the unstable regulatory requirements.

 

Fourth, when translating business requirements, there is a need for business analysts to walk closely with the stakeholders, both internal and external, to critically understand the business requirements and correctly translate them to technical specifications through functional decomposition. Suppose the requirements are not adequately broken down into functional and non-functional requirements. In that case, being able to develop use cases might be a challenge, hence the need for a business analyst. However, it is essential to mention that the role of a business analyst extends beyond developing use cases; they also play a vital role in all the business analysis knowledge areas such as planning and monitoring, elicitation and collaboration, requirements life cycle management, requirements analysis, design definition, strategy analysis, and solution evaluation.

 

Conclusion

Business analysts working with blockchain must be adaptable and embrace continuous learning. There is a need to master new skills while adapting existing BA practices and their skills to this evolving technology. Armed with the knowledge that the future holds exciting possibilities for BA professionals who embrace the transformative potential of blockchain, business analysts need to take the necessary steps to ensure that they will be well-positioned to navigate this dynamic and transformative landscape.

BATimes_May30_2024

Mapping Success Together: Tips for Inclusive Process Maps

Written by Adam Pearson on . Posted in Articles.

There are numerous things that we can do to make process maps more inclusive; however, while they tend to go against established practices, they offer a range of benefits to making maps more inclusive for all.

 

A process map should be standardized within a business to map out the steps to achieve a business goal and show sequential steps, tasks, and gateways. There are a few established standards (UML, BPMN, etc.). My aim is not to advocate methods but to encourage inclusive standardization. Consistency is key, as it enables comparison and evaluation and can also assist colleagues with neurodiversities.

Typically, there are two sight-loss personas: low vision and no vision. Low vision is when a colleague has a combination of: fields—the amount of sight you have (half-close your eyes to see top and bottom field loss). The other is acuity, which is how sharp it can be seen (almost fully closing your eyes until the words go fuzzy can demonstrate acuity loss). The huge amount of variation between fields and acuity loss means that it is very hard to get a one-size-fits-all solution to sight loss.

The second persona has no vision. This is typically what you think of when you think of the word “blind.” No vision means no useful vision—you may be able to see something, but you cannot understand it without third-party intervention. Only a small percentage of vision-impaired people have no vision, but it is crucial to ensure inclusivity for them.

Process maps are inherently visual, so the following tips are mostly based on low vision. Low-vision users, with some tweaks, can read process maps if care is taken by the business analysts to make them as inclusive as possible.

 

Firstly, some whole-map tips. Use a clear font, classified as “sans serif.” These are simple, non-fancy stroke fonts that are easy to read, e.g., Arial and Calibri. Bad examples are brush script, harlow solid, and monotype cursive. Another consideration is the font size. Typically, it is best to produce it in large print, size 14, or giant print, size 18. This is not just helpful for those with low vision but will also reduce eye strain for fully sighted users. San-serif fonts are also dyslexia-friendly.

Secondly, make the connectors, or the lines between process steps, consistent in both thickness and color. The thicker the better, as there is more chance of seeing them, but they must also be in proportion to the other objects, or else it will look so odd that few people will engage seriously with the map. This is the balance between usability and accessibility.

 

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Thirdly, low-vision users will zoom in a lot more than they are used to, sometimes only having a few letters on screen. With this in mind, there are two things that must be considered: Navigation: ID codes. By coding every step, data object, or note, you allow a low-vision user to navigate quicker using metadata instead of engaging with the full object. Each object class should be different; typically, I use process steps as numbers, notes as N1, N2, etc., and data objects as D1, D2, etc. Depending on which software you use to map your process, this can also assist any user in searching quickly and efficiently.

Screen real estate is also an important consideration. The more you zoom in, the less you can see the bigger picture. So, if objects are spaced far apart, it’s harder to understand the map. I recommend placing objects close together. Where you have multiple connectors coming out of an object, line them up so they overlap, looking like one connector, and have them branch off with the connector text as close to the break as possible, allowing someone who is zoomed in to be able to follow with ease.

 

Fourthly, color is important. There are several vision-impaired color schemes, such as yellow on black, white on black, etc. These are all highly subjective but share one common feature: they are high-contrast colors. My advice then is not to use similar colors, such as black and grey, white and silver, or white and yellow, as these types of pairings are very hard to see and can be easily missed or unreadable. Neon colors are highly effective, as most accessible technology offers color inversion, and when you invert a neon color, it stays the exact same shade, meaning there can be no misunderstanding in color coding like RAG systems. I advise only using one color scheme, or at most, in the case of impact assessing a process, a RAG for change size and blue for new—all in neon colors.

Finally, for all users, but specifically No Vision users, think about object semantics. By this, I specifically mean connector lines. Accepted practice means that we have no arrow heads on lines, and a double arrow head is assumed. This is presumably to make it look nice. A screen reader, though, has no context for this as there is no semantic instruction to relay to the user. Therefore, adding doule arrow heads will allow the semantic meaning to go through the connector. This is because a screen reader will consider the connector itself, not the thing it is connected to, which is what a person with sight will do. All a screen reader will visualize is a line, and a sighted user will see the line and the objects connected.

 

To summarize, process maps are visual. We can make them inclusive of low- and no-vision users by adapting our frameworks and standards. Specifically, by looking at font type and size, object layout and identification, color schemes, and the semantic meanings of diagram objects, we can minimize the risk of low- or no-vision users not understanding, thus making the business more inclusive and effective.

These tips are by no means exhaustive nor gospel, so please feel free to use them as a starter for ten, and hopefully they will help you kickstart your own inclusive process map designs!

BATimes_May23_2024

Learning to Love Compliance

Written by Adrian Reed on . Posted in Articles.

OK, I’m going to let you into a secret here. I genuinely like compliance projects. You know the ones, those projects that people think are really boring because they relate to a change in regulation or legislation? The ones that it’s really hard to get people excited about? The ones that few BAs volunteer for? Yep, those ones!

 

Framed differently, there’s often a real opportunity to shape and scope things in a way that isn’t always the case with other (seemingly more exciting) projects. These projects can be career-enhancing, provide more autonomy and really don’t have to be boring. Or, at the very least, they don’t have to be as boring as they first appear! Let me explain…

 

Pain Reliever or Vitamin

I remember reading somewhere that one question that some Silicon Valley venture capitalists will ask startups when they are pitching for funding is:

“Is your product a pain reliever or a vitamin?”

 

You might think it is better to be a vitamin. Yet, apparently, the answer that investors are looking for is ‘pain killer’. Sure, we might take vitamins some days, but it’s easy to forget. But if you’re in pain, you will soon remember to reach for the pain reliever. So, solving a pain point will likely get people to reach into their wallet.

Think about a change in regulation or legislation. Most people who are part of the core business know they need to comply, but if we’re brutally honest, they probably aren’t that interested. A change in (say) data protection legislation is just a distraction to them. They probably don’t care how it’s solved, as long as it doesn’t disrupt them too much, and as long as it doesn’t cost too much.  In fact, they might even be worried that the legal & compliance team are going to be ‘heavy handed’ and create all sorts of bureaucracy for them.

 

This is an area where BAs can act as a real pain reliever. By working with the relevant business areas and the legal and compliance team, by working with stakeholders to understand enough about the business operations, the solution landscape and the legislation or regulation we can co-create innovative solutions. We can find a balance that works for the different stakeholders, and rather than just achieving compliance, might actually improve things for them too. Imagine that, a compliance project actually leading to improvements!  It is totally possible.

Crucially, we take away a distraction for them. We get far more autonomy and leeway to shape things precisely because they just want the pain to go away.

 

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Understanding The Problem

One of the things I love about compliance problems is the fact that business people usually haven’t pre-determined a solution. Other projects often come with an assumed solution attached (e.g. “Oh, we’re going to implement XYZ system, so we need you to write a couple of user stories”, leading to us having to work backwards to understand the problem).  Usually the brief is really broad (e.g. “Comply with the new Data Protection Act).

This leaves the BA with a significant amount of autonomy and latitude. There will be many ways of solving that problem, and defining the problem space is usually really fun and makes a huge difference to the success. The biggest challenge is people will often think that the impact is small, when actually it is actually far wider ranging. It’s therefore necessary to bring stakeholders along on the journey.

Although every compliance project is different, I typically find starting by identifying and having an understanding of the legislation or regulation is key. Of course, the BA does not need to be a legal expert, but we need to know enough to ask sensible questions and challenge. In many jurisdictions, legislation is written in (fairly) plain language, and you can even start to imagine some of the business rules/impacts that might be implied by it as you read it.

 

However, an important next step is to work with the relevant business and compliance stakeholders to determine the company’s interpretation of the legislation or regulation.  Rarely are these things completely prescriptive. You’ll find words like “appropriate” and “from time to time” and other phrases that show the intent without prescribing solutions. Particularly with new regulations this can be tricky, as there’s no existing convention or regulator judgements to base things on. Ultimately this is often a balancing act, and an area where good facilitation is key.

Ultimately, all of this leads us to a position where we can judge the impact on existing processes, applications, data and more. This is where the requirements or stories get written, but they will trace neatly back to an interpretation of a piece of the legislation or regulation. In many ways scoping can be easier on regulatory projects… a requirement either maps to a piece of the regulation or it doesn’t! (OK, it’s never quite that binary, but it is close).

 

Fringe Benefits

There’s still the challenge of selling regulatory projects to stakeholders. If we can’t get them excited about them, then there’s a chance their attention will wane and they won’t give us the input we need.

This is where our pain reliever/vitamin analogy comes in useful again. In fact, a good compliance project can be both.  A (hypothetical) project to comply with new data protection legislation might ensure we avoid million dollar fines (pain killer) while also providing us the opportunity to cleanse our existing data, so reports are more accurate (pain killer) and we have more flexibility on how we capture future data (vitamin).  This is just an example, but I am sure you get the gist.

So, have I changed your view of compliance projects? Either way, connect with me on LinkedIn and let me know. I’d love to hear your views!