Tag: Best Practices

Priming: A Powerful Tool for Business Analysts

Written by Olam Osah on June 26, 2024. Posted in Articles.

“Big doors swing on little hinges.” – W. Clement Stone

Imagine walking into a store and hearing your favorite song playing in the background. Instinctively, you feel more at ease, more inclined to browse, and perhaps even to buy something. This subtle influence on your behavior is no accident—it is an example of priming at work. Now, picture leveraging this same psychological phenomenon to enhance the effectiveness of business analysis. Welcome to the world of priming, where a well-placed word or image can shape perceptions, drive engagement, and ultimately lead to more successful projects.

Historical Context of Priming

Priming, a concept rooted in psychology, began to gain traction in the 1970s. Researchers like David Meyer and Roger Schvaneveldt conducted seminal experiments demonstrating how exposure to certain stimuli could influence subsequent responses. For instance, people could respond faster to related words (like “doctor” and “nurse”) than to unrelated ones (like “doctor” and “bread”). This discovery highlighted the subconscious ways in which our minds process information, laying the groundwork for priming’s application across various fields, including business analysis. The foundational studies revealed that our brains are wired to create associative networks, meaning that exposure to a particular concept can automatically activate related concepts. This insight has been pivotal in understanding how to strategically use priming in business contexts to shape decision-making, improve stakeholder engagement, and enhance communication strategies.

Real-Life Examples of Priming

Priming has been effectively used in many real-world scenarios. For instance, in retail, stores often play specific types of music to influence customer behavior. A study by North, Hargreaves, and McKendrick (1999) found that playing French music in a wine store increased the sales of French wines, while playing German music boosted the sales of German wines. This subtle priming technique tapped into customers’ associations between the music and the product.

In another example, Priming is a powerful tool in political campaigns, frequently used to shape public opinion by consistently emphasizing particular themes or issues. Barack Obama’s “Yes We Can” and “Change We Can Believe In” slogans serve as prime examples of this strategy in action. These slogans were not just catchy phrases; they were meticulously crafted to prime voters to embrace a sense of collective empowerment and the possibility of positive change.

During Obama’s campaign, the repetitive use of these slogans created a cognitive framework that associated his candidacy with optimism, hope, and unity. Every time voters heard “Yes We Can,” they were subtly reminded of the potential for change and progress, fostering a sense of personal involvement and collective action. This emotional resonance was further reinforced through speeches, advertisements, and campaign events that consistently highlighted these themes.

The effectiveness of this priming was evident in the overwhelming support Obama received, particularly from younger voters and minority groups who felt directly addressed and included in his vision. The campaign’s ability to prime these voters to associate Obama’s candidacy with positive change and empowerment played a crucial role in his electoral success.

Personal Anecdote: Priming in Action

In my experience as a business analyst, I have found priming to be an invaluable tool in guiding stakeholders towards beneficial decisions. One notable instance was during a project aimed at selecting a software solution for case and document management.

Having previously worked with a highly effective software that streamlined operations and significantly reduced processing times, I was confident it would be the ideal choice for our current project. However, I knew that simply presenting this software as the best option might not be enough to gain stakeholder buy-in.

To prime the stakeholders, I began by sharing a series of success stories and case studies from other organizations that had successfully implemented this software. In pre-meeting materials, I included testimonials from satisfied users and highlighted measurable improvements in efficiency and accuracy. During our discussions, I subtly referenced these examples, framing our needs in a way that aligned with the strengths of the software.

As a result, when it came time to evaluate potential solutions, the stakeholders were already positively inclined towards the software I had in mind. The decision-making process was smoother, and the eventual adoption of the software led to significant improvements in our case and document management processes.

Applications of Priming in Business Analysis

Having seen how priming can effectively influence stakeholders in a real-world project, we can now explore how this technique can be systematically applied in the realm of business analysis.

The application of priming in business analysis provides a strategic advantage in enhancing stakeholder engagement, improving requirements elicitation, facilitating change management, and ensuring clear communication. By understanding how subtle cues can influence perceptions and decisions, business analysts can effectively guide project outcomes. However, the true power of priming lies in its implementation. To harness this potential, it is essential to employ specific techniques that ensure priming is both subtle and impactful, driving the desired results while maintaining ethical standards.

Implementing Priming Techniques

Now that we understand the applications of priming in business analysis, let us delve into practical strategies for effectively implementing these priming techniques in your projects. To effectively implement priming techniques, business analysts should consider the following steps:

Conclusion

Priming is a subtle yet powerful tool that business analysts can use to enhance their effectiveness in various aspects of their role. By understanding and strategically applying priming techniques, analysts can improve stakeholder engagement, facilitate better requirements elicitation, support change management, and enhance communication. As with any tool, the key to successful priming lies in its thoughtful and ethical application, ensuring that it serves the best interests of the project and its stakeholders. Drawing on historical insights, real-world examples, and personal experiences, business analysts can harness the power of priming to drive project success and foster positive outcomes, ultimately shaping the landscape of business analysis for the better.

Learn Business Analysis From A Chameleon

Written by BA Nitin on June 12, 2024. Posted in Articles.

Professionals in the dynamic field of business analysis must constantly adjust to shifting surroundings and a wide range of stakeholder needs. Surprisingly, there are a lot of lessons to be gained from the natural world, especially from chameleons, which are known for their remarkable adaptability.

Let’s discover useful insights that can be applied to the subject of business analysis as we examine the striking parallels between a chameleon and a business analyst (BA).

Flexibility: The Skill of Adjustment

Chameleons are renowned for their extraordinary adaptability and ability to blend in with a variety of environments. Business analysts also need to be adaptable and capable of wearing many hats to take on issues head-on. When working with testers, QA teams, or product owners, BAs must modify their methodology to suit the unique requirements of each stakeholder group. Because of their flexibility, BAs can manage expectations and communicate with effectiveness in a variety of teams.

Communication and the Language of Colour

Colour is a potent means of expression and communication for chameleons. They communicate their goals, feelings, and responses to their surroundings through colour shifts. Likewise, the foundation of a good business analysis is efficient communication.

A 360-degree view

Chameleons have a unique 360-degree view of their surroundings due to the ability of their eyes to move independently. They can see openings and threats from every angle because to their broad vision. Business analysts also employ a comprehensive strategy when doing project analysis. Strategic decision-making is guided by the comprehensive perspective of business analysts (BAs), who examine corporate processes, identify potential risks, and evaluate market trends. This wide-ranging viewpoint ensures that all aspects of a project are considered, leading to more knowledgeable and useful answers.

It’s not about size, but about essence

The small Parson’s chameleon and the superb dwarf chameleon are two examples of these species that vary in size but share similar traits. Business analysts of all levels can benefit from an understanding of the fundamental concepts of the field. All BAs, no matter how experienced, must adhere to basic analytical processes, stakeholder engagement tactics, and problem-solving approaches. By following these uniform guidelines, it is ensured that all BAs, regardless of “size,” offer meaningful insights and advance project success.

Using a Strategic Approach to Issue Solving

Chameleons use clever problem-solving techniques to navigate their environment when hunting or evading predators. In a similar way, business analysts (BAs) identify and resolve complex business problems using their analytical abilities. Business analysts (BAs) play a critical role in assisting businesses in accomplishing their goals through the application of problem-solving approaches, root cause analysis, and practical recommendations. Their ability to think strategically and solve problems effectively demonstrates their value in any undertaking.

Flexibility in the Face of Adversity

Chameleons are excellent models of resilience since they can live in hostile and unpredictable environments. BAs also frequently encounter obstacles to successfully completing projects, which might range from shifting stakeholder objectives and financial constraints to technological disruptions. Resilience is a critical trait for BAs as it enables them to overcome setbacks and maintain focus on the project’s objectives. Their ability to remain composed under pressure and be innovative is crucial to overcoming challenges and keeping the project moving forward.

Expertise in Transition Management

Chameleons go through metamorphosis throughout their lives, changing from hatchlings to fully grown adults at each stage. Likewise, BAs thrive in leading teams through stages of evolution and transition and managing change.

To sum up
The comparison between business analysts and chameleons highlights the latter’s remarkable ability to adapt, communicate, and observe from multiple perspectives. BAs may successfully navigate difficult project environments and achieve desired results because to chameleon-like traits like adaptability, strategic thinking, resilience, and change management abilities. As we continue to learn from nature, the chameleon serves as an inspiration for the dynamic work of the business analyst.

Key Documentation Prepared by Business Analysts

Written by Sushmala Sabala Ravindrnath Reddy on June 8, 2024. 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

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.

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.

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.

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.

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.

How to Prevent Project Burnout Before It Strikes

Written by Adrian Reed on June 1, 2024. 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:

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.

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.

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.

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!

Mapping Success Together: Tips for Inclusive Process Maps

Written by Adam Pearson on May 29, 2024. 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.

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!