Tag: Best Practices

Mentoring For Success

Written by Victor Medugu on February 21, 2024. Posted in Articles.

The year 2023 brought about significant achievements in my mentoring journey as four of my mentees successfully secured Business Analyst roles in the UK.

My passion for mentoring was ignited during my transition to the Learning and Development department at the International Committee of the Red Cross several years ago. This transformative experience marked the beginning of my dedication to fostering growth and professional development in others.

Mentoring aligns with the 70-20-10 model, specifically falling within the 20% designated for social learning. In this context, learners engage in collaborative knowledge exchange with peers and mentors, creating an environment conducive to skill development and personal growth. The 70% is designated to pivotal role of practical experience in shaping competence on the role, continuous learning by doing. The 10% is accredited to formal learning conducted in in either in online sessions or in workshops or classrooms.

A mutually beneficial relationship between the mentor and the mentee characterises successful mentoring. The mentee receives individualised counsel and access to a wealth of knowledge, and the mentor finds joy in helping someone progress. This stimulating exchange fosters self-assurance, leadership skills, and a greater comprehension of one’s area of expertise. Consequently, mentoring emerges as a keystone for achievement, bridging the knowledge gap between theory and practice and enabling people to travel with direction and clarity.

Essentially, mentorship spreads like wildfire, encouraging a culture of never-ending growth and success. A mentor facilitates the growth and learning of the mentee by offering insightful counsel, encouragement, and support. The mentor’s experience and skill set serve as a beacon, providing guidance and insight along the way to success. This connection extends beyond traditional schooling, providing insights from the actual world and strengthening abilities that are frequently absent from textbooks.

Business analysis is a profession with a T-shaped skill set, it places strong emphasis on personal qualities. These qualities are not only crucial for success in the field but also form the foundation for effective mentorship. Key among these qualities is relationship building, as mentoring thrives in an environment of openness, trust, active listening, and the ability to provide and receive constructive feedback.

Dr. Linda Philips-Jones, in her enlightening article “Skills for Successful Mentoring,” outlines essential qualities for a good mentor, including the ability to inspire, offer corrective feedback, and, notably, open doors. I resonate with the concept of “opening doors” in mentoring, as it encapsulates the mentor’s role in guiding a mentee toward new opportunities. I prefer to frame it as showing the mentee the door, emphasizing the mentor’s responsibility to guide and support the mentee in achieving new skills and heights.

A mentor’s effectiveness hinges on maintaining a friendly and approachable disposition. Accessibility and availability are paramount, even in today’s fast-paced world filled with numerous commitments. Mentoring in the professional realm of business analysis involves not only imparting technical skills but also guiding protégés to succeed as consultants within the dynamic field of business analysis.

According to Memon J et al. (2015), mentorship can evolve through various life stages, including initiation, cultivation, and separation. Moreover, there may be a definition stage that facilitates the establishment of a meaningful friendship between the mentor and mentee. Each stage introduces distinct challenges and opportunities, contributing to the comprehensive development of the mentoring relationship.

In the context of actively seeking a role, a mentee should possess the crucial skill of effective networking, a great place to start is LinkedIn. This goes beyond using the platform solely for job searches; it includes joining industry-specific groups to acquire valuable information, knowledge, and opportunities. LinkedIn functions as a tool for recruiters to directly approach individuals for interviews. However, before initiating contact with recruiters, thorough preparation is essential. This preparation involves gaining a solid understanding of fundamental Business Analysis concepts, including requirement gathering/elicitation, analysis, and management.

A comprehensive approach to processes is essential, involving the ability to assess and enhance them by understanding the current state and making improvements for a better customer experience. Effective communication with a diverse range of stakeholders, both internal and external, is key, utilizing various requirement gathering methods. Identifying the right individuals to meet with and providing relevant responses often requires creating a stakeholder matrix to map those involved in the project.

Documentation plays a vital role, involving the use of process models to create organizational templates such as requirement catalogues, functional specifications, or Jira boards. Finally, extensive collaboration, active participation in meetings, and volunteering beyond one’s immediate task and job description are important aspects to contribute effectively in a professional setting.

The most gratifying moment in mentoring comes when a mentee reaches out with the news of securing a job, expressing gratitude for the support provided. While not every mentee may secure a position immediately, the success of even one mentee is deeply rewarding, showcasing the tangible results of effective mentorship.

Mentoring goes beyond simply obtaining a business analyst role; it encompasses on-the-job coaching as well. It aims to ensure that the mentee grasps the crucial knowledge needed to seamlessly integrate into the role. Nevertheless, many mentees appear to prefer a coach within their organization, as it accelerates their acclimatization, helps them comprehend the tacit knowledge of the workplace, and enables alignment with colleagues who can facilitate a smoother transition into the role.

As I reflect on the successes of 2023, I look forward to continuing my mentoring support to colleagues in 2024.

Prints, Processes, and Pitfalls: More Than Just Process Design!

Written by Adrian Reed on February 14, 2024. Posted in Articles.

I was recently planning the logistics of an upcoming client workshop. I needed 12 copies of a document printed and spiral bound, and I visited the website of a printing company that we’ve used many times before for such tasks. The website had changed, and unfortunately I couldn’t complete the order. For some reason the website was saying it couldn’t deliver to my address.

I’m pretty sure I know why this is. I live in Portsmouth, on the South Coast of the UK, and to the uninitiated, some Portsmouth postal codes look similar to postal codes used on the Isle of Wight. I suspect some courier firms don’t deliver to the Isle of Wight (or charge extra as it’s an island with no roads connecting it to the mainland). This leads to some online sites (incorrectly) lumping some or all of the post codes together and tag them as an ‘exception’. This is really, really, bad design, but it definitely happens.

I was trying to place the order on a weekend, so I waited until Monday and went to contact the company by phone. I tried to phone shortly after 9, and then again at 9.30, and then again at 9.45. No reply. So, even though I’d used this company many times in the past, I just moved on to another supplier. And in fact, I’ll probably use this new supplier in the future, too. So the original printing supplier has lost a customer and it doesn’t even know that. Plus, it missed the opportunity to get feedback about the defect on their website… I wonder how many other cities/postal codes are affected? How many other sales are being routinely lost?

Considering The Customer’s Pivotal Moments In Process Design

As a business analyst, this experience made me think about process and operational design. While the example above was an example of bad design, it is impossible to design an IT system, interface or process that truly caters for every situation, nor (in most situations) would you usually want to. Sure, some call centers might have a process which defines the detailed steps to take if the President of the United States calls from a satellite phone while onboard Air Force One and asks for a message to be passed urgently to the CEO… but not many!

The point here is that there will be certain types of situations that are:

Predictable, but very unlikely and/or uniquely complicated
Difficult (or impossible) to predict, with unknown levels of likelihood or complexity
Unintended, where with the best will in the world (and lots of testing) still something unexpected has happened which has led to an unintended consequence

The first set (predictable) are deliberately not fully catered for by a process as they are either so unlikely that spending time specifying them is overkill, or they are so uniquely complicated that anything beyond broad guidelines can’t be issued. I’d imagine that large companies have a “respond to media request” process which ensures that any inquiry from a TV station or newspaper gets to the right person. The broad process will be structured, and the response will likely be logged in a consistent way. However, how the response is formulated is probably somewhat variable, and more likely subject to guidelines and principles than a strict process. Responding to a request for a photo of the CEO to accompany a “top 10 CEOs” article is likely to be somewhat different to responding to notification that a documentary will be airing showing evidence of corruption within the company!

The second set of (difficult or impossible to predict) conditions can’t be catered for as they are unknown, or the effort of trying to predict them is so great that it is prohibitive. The final set (unintended consequences) are, by their nature, unpredicted! The key here is to find them when they occur and rectify not just the individual case, but the root causes. Taking my printing example, had I got through to the first printing company, I suspect they’d have quoted me via phone and manually processed the order. Great—except the website is still faulty and swathes of other customers might be affected. Understanding what needs to change to prevent the issue happening again is key.

So, what aspects can be considered when designing customer journeys, IT systems and/or processes to cater for these types of situations?

Flexibility, Feedback and Responsiveness are Key Factors

Assuming an organization wants to handle these types of cases, it’s key to design processes with feedback mechanisms built in. Feedback should of course include opportunities for customer or user feedback, but it can also include feedback generated by the process itself.

Take the printing company example I mentioned earlier. As a nationwide printing firm, they are almost certainly finding that there’s been a minor drop in Sales (Portsmouth is a relatively big city, but probably not big enough that the drop in printing sales would ring any warning bells) and the distribution of where they are sending parcels has changed. A curious analyst diving into the data might say “hmmm, it’s odd, there are entire cities where we are no longer sending parcels… maybe we should look into that”. Making sure diagnostic data is captured and examined is important, and this is so much more than just performance data.

It’s also important to ensure there’s a viable support option and, yes, this does usually mean ensuring someone can speak to (or communicate somehow with) a human being when they need to! That support person or team needs to have sufficient autonomy and be empowered to raise issues for investigation. A team that just “raises tickets” and passes them on to others is unlikely to cut it.

Finally, it’s important to note that processes will need to change and this should be expected. Building in responsiveness to the environment is important. Expectations will change, the way people communicate will change and so forth. By designing processes with this in mind, and ensuring they are owned, reviewed and adapted when needed, is a small but important step towards agility. As BAs, we can often nudge towards this way of thinking, and every step in the right direction is a good thing!

Maximizing Business Analysis with ITIL: A Strategic Integration for Success

Written by Suchita Panchal on January 25, 2024. Posted in Articles.

In the dynamic landscape of modern business, the role of a Business Analyst (BA) stands as a linchpin between technological advancements and strategic objectives. Within this realm, the integration of ITIL (Information Technology Infrastructure Library) principles has emerged as a pivotal force, reshaping the way BAs navigate and optimize business processes.

Understanding ITIL:

At its core, ITIL represents a comprehensive framework that encapsulates a set of best practices for IT service management. ITIL has evolved into a globally recognized framework, offering guidance on aligning IT services with the needs of the business. It comprises a collection of detailed practices, emphasizing service lifecycle management, continual improvement, and customer-centricity.

Enhancing Business Analysis with ITIL:

For Business Analysts, the incorporation of ITIL principles serves as a catalyst for profound change, fostering a more strategic and holistic approach to their responsibilities. Let’s explore how ITIL augments the role of a BA:

Structured Process Analysis: ITIL provides a structured framework for analyzing, designing, and improving processes. BAs leverage this methodology to gain a comprehensive understanding of IT service lifecycles, enabling them to streamline operations and enhance efficiency.
Facilitating Effective Communication: With a standardized language and terminology, ITIL bridges the communication gap between IT teams and business stakeholders. BAs proficient in ITIL can effectively convey complex technical concepts in a language that resonates with organizational objectives.
Informed Decision-Making: By embracing ITIL methodologies, BAs gain insights into service strategy, design, transition, and operation. This knowledge equips them to make informed decisions that align IT services with overarching business goals.
Continuous Improvement Culture: The core principle of continual service improvement in ITIL aligns seamlessly with the BA’s pursuit of optimizing business processes. BAs facilitate a culture of ongoing enhancement and adaptation, ensuring that IT services evolve in tandem with organizational needs.
Risk Mitigation and Adaptability with: ITIL equips BAs with the tools to anticipate and mitigate risks effectively. This proactive approach minimizes disruptions, ensuring business continuity in the face of technological or operational challenges.

Real-world Impact and Success Stories:

Numerous success stories attest to the transformative impact of integrating ITIL into the scope of Business Analysis. Organizations have witnessed improved service delivery, increased operational efficiency, and a more strategic alignment between IT initiatives and business objectives. BAs proficient in ITIL frameworks have played a pivotal role in orchestrating these successes, driving innovation, and fostering a collaborative environment that embraces change.

Challenges and Adoption:

While the benefits of ITIL integration are substantial, challenges in implementation persist. Resistance to change, organizational inertia, and the complexity of aligning ITIL methodologies with existing processes often pose hurdles. BAs navigating this landscape must demonstrate strong leadership, communication skills, and a keen understanding of organizational dynamics to facilitate successful integration.

Continuous Learning and Evolution:

In the ever-evolving realm of technology and business, the journey of a BA integrating ITIL principles is an ongoing process. Continuous learning, staying abreast of updated ITIL practices, and adapting to changing business landscapes are essential for sustainable success.

Conclusion:

ITIL isn’t merely a set of guidelines for IT management; it’s a strategic enabler for Business Analysts. Its integration empowers BAs to be strategic partners, driving organizational success by aligning IT initiatives with business objectives, fostering innovation, and enabling a culture of continual improvement. Embracing ITIL principles expands the horizons of Business Analysis, transforming it into a proactive and value-driven function crucial for the modern enterprise.

The synergy between ITIL and Business Analysis isn’t just a trend; it’s a strategic imperative for organizations seeking to thrive in an increasingly digital and competitive landscape.

An End and a Beginning: A Practical Application of Business Analysis Techniques

Written by Nosa Adagbasa on January 24, 2024. Posted in Articles.

Business analysis is not just an IT-related profession; it is a profession that has expression in every facet of life, and hence one of the reasons why you should take pride in this profession if you are a business analyst or why you should aspire to be one.

The tools and techniques are transferable skills that have applications or expressions in other aspects of life.

I briefly discuss two as the curtains close in 2023.

Lessons learnt
MoSCoW

Have you taken time to reflect on 2023 and list out the lessons learned? Making use of this powerful BA technique is one of the ways you can identify what went well in 2023, what didn’t go well, where you made mistakes, and what you can put in place to avoid those mistakes in 2024.

Note that this does not only apply to the current year or next year; rather, it is a set of business analysis techniques that can be applied to different seasons and phases of life.

Lessons learnt

What went well?

A1: Why did it go well?

B: What didn’t go well?

B1: Why did it not go well?

C: What mistakes did I make?

D: What can I do to rectify or avoid the mistake in the future?

E: What are my achievements?

F: What lessons have I learned?

2. MoSCoW

Based on your analysis above and the lessons learned, you can draw up your plan for the future (the next phase).

A: What must be done?

B: What should be done?

C: What COULD be done

D: What won’t be done

This can also be seen as a positive thing to do in the new year and a negative thing to avoid.

While new year resolutions may be difficult for some, using the above BA skills should help you plan your coming year with hopefully less pressure.

Concluding Remarks

As a phase comes to an end and you look forward to a new beginning, take time to consider these business analysis techniques, take time to reflect on the lessons learned, and plan the MoSCow for the future.

Five Ways BAs and Inventory Managers Can Make Jobsites More Profitable, Together

Written by Lucas Marshall on December 13, 2023. Posted in Articles.

Business analysis is a critical skillset and operational imperative companies need to prioritize as they look to be profitable and understand how they can make measurable improvements as they scale. This fact is not lost on corporations, either—for example, 72% of manufacturing executives said that they considered advanced analytics to be important, according to a report by BCG.

The construction sector, meanwhile, consistently finds itself in a precarious state in terms of profitability no thanks to employment challenges, influx materials pricing, and the disjointed nature of the construction ecosystem. For example, experts estimate job growth in the construction industry is projected to be at a stagnant 1.1% for ten years (Data USA via Finances Online). Underperformance, Autodesk concludes, is an industry-wide norm with 72% of firms saying projects have taken longer than anticipated—and 44% of firms putting longer completion times into their bids, according to data from Associated General Contractors of America (AGC). In fact, merely 25% of projects came within 10% of their original deadlines, a KPMG report found.

The World Economic Forum (via Autodesk) estimated that a 1% reduction in construction costs could save society $100 billion globally. As the construction sector ecosystem looks to execute projects in a quickly changing environment, these existential challenges warrant organizational changes to better negotiate the trials and tribulations at hand.

We also have to consider the average construction company’s costs to better contextualize these challenges and opportunities. If we assume that the average cost of a construction project is comprised of overhead, materials, tools and equipment, and labor, then focusing on what you can control will help move the needle toward greater profitability. For example, while you might not be able to affect the cost of materials, you can negotiate work to accommodate the resourcing you currently have, and you can make plans for improving internal processes to drive greater efficiency.

I’ve previously written about how project managers in the construction industry should embrace change management, as well as how the industry might adopt big tech’s displaced software engineers to address industry digitization problems, and how the construction industry looking to adopt lean management principles may borrow some of the similar practices from agile software project management.

Studies show that business analysts are more prone to support collaboration in agile projects.

With this in mind, in this article, I look to unpack two roles—the Business Analyst and the Inventory Manager—and discuss how a collaboration matrix between these roles can help construction companies work leaner, more efficiently, and drive greater profitability over time.

The Role of the Business Analyst & Why BAs May Be a Critical Construction Industry Hire

Considering construction’s profitability concerns, the role of a business analyst (BA) from the corporate environment is one that construction companies may look to fast-track.

Responsible for “bridging the gap between IT and the business using data analytics to assess processes, determine requirements, and deliver data-driven recommendations and reports to executives and stakeholders,” a BA in a construction company setting can “offer valuable insights to enhance financial planning and resource allocation,” reads the job description for a Senior Construction Business Intelligence Data Analyst role at CBRE Group, a global commercial real estate company, which was available at the time of writing this article.

Consider CBRE’s job posting for some of the job-specific functions a Business Analyst in the construction industry may entail:

Applying advanced analytical techniques to conduct prescriptive, diagnostic, descriptive, and predictive data analysis on diverse construction-related data, incorporating data from Quickbase, eBuilder, SAP, and Google Sheets.
Developing dashboards, meticulously maintained [… that] provide real-time insights into construction project data while ensuring these dashboards are user-friendly, intuitive, and deliver vital information to project collaborators (e.g., stakeholders).
Generating regular and ad-hoc reports for the leadership team, highlighting essential performance indicators, project status, and emerging trends, while translating sophisticated data into practical, actionable insights, incorporating earned value measurement concepts to evaluate project performance.
Providing meaningful support for annual capital planning by conducting comprehensive analysis of historical data, project costs, and resource allocation, offering valuable insights to enhance financial planning and resource allocation.
Developing and maintaining strategic forecasts for construction projects, demonstrating data analytics to identify trends and make informed predictions about future outcomes, incorporating earned value measurement techniques to assess project performance and forecast project completion accurately.
Providing data-driven insights that support critical business decisions, helping to improve operational efficiency and profitability.

Construction forecasting is one critical business process a business analyst may help owners more accurately predict through advanced analytics, historical trends, and advanced technology management (e.g., artificial intelligence).

When they collaborate with other critical business functions (e.g., inventory management, discussed next), greater outcomes may become more easily within reach.

The Role of the Inventory Manager in Construction Projects

An inventory manager in the construction industry (aka: tool crib manager, tool room manager, asset manager, equipment manager, etc.) is responsible for the strategic direction, allocation, storage, and flow of all the physical assets needed to perform construction work—e.g., building materials, tools, vehicles, and equipment.

An inventory manager assures jobsite materials, tools, and equipment arrive on jobsites as they’re needed, are in working order (e.g., tools are properly serviced, materials are not damaged, etc.), and are returned or rerouted across projects as needed to prevent slippage and excess asset turnover.

With an inventory manager at the helm of the construction supply chain, companies might realistically see a 10-12% reduction in labor cost originating from avoiding non-productive idle time or downtime—that is to say, when materials are where they’re needed, manpower doesn’t need to search for them or idly wait for their arrival.

How BAs and IMs Can Work Collaboratively to Drive Better Profitability Outcomes

Now that we’ve discussed what a Business Analyst role may look like in the construction sector, as well as the role of an inventory manager in the same sector, how might these cross-functional teammates work together to drive better profitability outcomes?

Here are five ways:

1. Procurement Strategies

A business analyst, tied into company forecasting, can work closely with inventory managers to establish objectives for procurement strategies and capital investment as well as determine needs based on ongoing inflight projects and company annual goals.

Together, they might reasonably achieve strategic themes when approaching inventory-related financial commitments and implement cost-saving measures, including:

Appropriate Safety Stock Purchasing – Together, a business analyst and inventory manager can cross-pollinate company-specific analytics related to equipment purchasing, historical trends of project needs, and existing commitments in order to reasonably define policies for shelving inventory and planning for needs (i.e., how much to buy, when). Such a collaboration can help prevent excessive inventory procurement that would otherwise lead to unnecessarily rising overhead, while it can also help facilitate proper procurement to prevent inventory stockouts. What’s more, using advanced analytics via artificial intelligence can help predict future needs.
Proactive Inventory Audits to prevent needless spending over project lifecycles as well as to provide better long-term inventory management outcomes.
Deploying cost-centric, advanced inventory management strategies like just-in-time inventory. This method prioritizes strategic, lean operations in order to deploy only what’s needed when it’s needed, preventing excessive inventory procurement (and like above, preventing unnecessarily rising overhead). The method also requires inventory managers to proactively intervene to prevent jobsite hording, hence why inventory tracking (e.g., Bluetooth tags, GPS trackers, etc.) is critical.
Performing XYZ analysis to calculate: fixed demand (X), fluctuating demand (Y), uncertain demand (Z). Determining these inputs can help inventory managers more effectively achieve more positive outcomes by ranking the frequency and predictability of demand for items over time.

2. Job Costing

In addition to financial forecasts and reporting, business analysts can work with inventory managers to adopt a job costing solution. Job costing in construction refers to the proactive process and steps taken to track the associated costs and revenue of a given project throughout its lifecycle.

The process can be used in inventory management, where inventory managers can apply rental rates (daily, weekly) to equipment that is deployed to the field (either individual or bulk inventory that’s been kitted/bundled and sent at once). Job costing software then calculates the cost accrued for each day (or week) those items are in the field.

This process can help:

Inventory managers better account and monetize on the equipment they send to their network of jobsites.
Financially incentivize borrowers to return equipment in a timely manner, reducing the “time on site” of a particular piece of inventory as well as the need for additional safety stock, unnecessary rerouting of equipment from other jobsites, etc.
Provide additional revenue streams to construction businesses.

3. Reporting

In addition to the business analytics dashboards that a construction business analyst might build for a business owner as discussed in the above-mentioned job description, inventory managers can work hand-in-hand with business analysts to provide additional reporting opportunities, including:

Tool Management Reports – reports about ongoing usage of inventory (e.g., average “days on site,” as we discussed above, to help make improvements on how inventory is used in the future; service-related alerts, to help proactively take charge of equipment maintenance, improve longevity, and decrease overhead; inventory assigned by jobsite or person, to increase accountability; etc.)
Asset-specific reports, such as utilization on some smart power tools, which can help diagnose problems before a jobsite-halting breakdown occurs as well as provide quality assurance to customers and inspectors that installations were performed to specification.

4. Interoperability

Construction interoperability is the practice whereby construction systems (e.g., software platforms, apps, processes) interact with each other and the extent to which they possess the ability to operate seamlessly and share information between each other.

A KPMG report revealed that only 16% of executives surveyed say their organizations have fully integrated systems and tools—a serious problem when we consider how fragmented the construction ecosystem is. Consider, too, that only 36% of firms have implemented a process for identifying bad data and repairing it (Autodesk/FMI report).

Together, inventory managers and business analysts can start to build system interoperability that can both provide a single source of truth and prevent cost driving incidents like rework (e.g., from the same Autodesk/FMI report, 14% of all construction rework may have been caused by bad data, creating $88.69 billion in avoidable rework globally).

Possible interoperable systems include:

Connecting data flow between a project management system (e.g., Procore, Autodesk Construction Cloud, Contractor Foreman, Houzz Pro) and architecture, design, and civil engineering (e.g., Revit, AutoCAD, SketchUp, Bluebeam, Autodesk BIM 360, Civil 3D, ArcGIS, Bentley STAAD, etc.)
Connecting data flow between inventory management systems and mission-critical systems (e.g., project management, design, etc.)
Building digital twins (e.g., asset twins, component twins, system twins, process twins) to provide holistic views of cross-network activities, predictive analytics, and real-time data and simulations to aid in decision-making.

5. Planning for Addressing Technical Debt

Technical debt is a phenomenon whereby dependencies one introduces when deploying new software and hardware solutions lead to operational slowdown.

A colleague and I have outlined five ways construction companies can prevent technical debt. A business analyst and/or construction technologist may work hand in hand with an inventory manager to prevent technical debt relative to construction operations from piling up – e.g.,

They may work with IT to deploy cloud-based systems (i.e., real-time collaboration).
They’ll deploy inventory tracking hardware to ensure real-time inventory activity is recorded.
They’ll ensure mobile apps integrate with construction ERPs.
They may work with the cybersecurity team to ensure proper MDM deployment and data security best practices relative to inventory.

Bottom Line

The construction industry faces some dire operational challenges.

While construction companies might not be able to affect the cost of materials, they can focus on factors they can control—e.g., improving internal processes, empowering the team to work more seamlessly together.

When working collaboratively, business analysts and inventory managers can help companies operate more agilely, more strategically focused, and they can help achieve greater profitability over time.