Skip to main content

Tag: Change Management

Mingled dates still pervasive: the forgotten legacy of Y2K

There is no better time than now, twenty years later to a beat, to reminisce about Y2K.

Most young IT professionals have no recollection of this IT epic. IT veterans won’t mention it on their resumes – it dates them. The Y2K global story (also known as the Millennium Bug) and the Canadian stories of its champions and heroes have long left the front lines of news and corporate agendas, and are now well buried in the depths of Google’s belly.

The story is this: once “19”, the default century (in use since the beginning of… IT times) would become “20”, the pervasive use of dates without century was to derail all calculations based on dates. The global threat of miscalculated dates would render systems vulnerable to all sorts of erroneous or negative dates, division by zero and other calamities that were expected to hit almost all IT applications, causing deep havoc with everything from banking and finance to manufacturing, transportation, power lines and embedded devices. The sky was to fall!

But a huge IT army, BAs and PMs at the forefront, was quickly assembled and mobilized on the Y2K front to battle the problem. A Y2K industry sprung up, and deficient dates were detected and converted to a century explicit format by smart tools and industrious programmers working overtime. Millions upon millions of lines of code were repaired in sophisticated specialized centers, and thousands upon thousands of software applications were then being tested. Hundreds of millions of dollars were being spent. And the Y2K army was victorious – to the point that the whole Y2K issue was later labeled a mere “scare” and deemed a scheme to extort lucrative business for the IT industry!

The Millennium Bug is not to be blamed on programmers’ oversight; at one time, memory space was at a premium, so dropping the century was a smart idea. And no one thought that the code they were writing in the 60’s, 70’s, 80’s or even later would still be running into the next millennium!

Today, in the continuous rush to invent and implement new methodologies and technologies, no one seems inclined to reflect on and learn from the IT lessons of the past. No wonder old problems are resurfacing with deplorable frequency and irritating (or worse!) results – think ambiguous dates on medicine packaging or canned food.


Advertisement

BATimes Jan29 20 1

Without attempting a short history of date formatting, it can be said that once we stepped into the current millennium, dates have become potentially confusing. If something like “03/02/96” can have only two possible meanings, a date such as “12/11/09” presents more than two valid interpretations. Context is necessary in order to establish the intended date, and if that context is missing, misinterpretations are likely. It’s 2019, and I am staring at an assortment of dates I cannot easily confirm; did I purchase this item in May 15 of last year, or was it November 18 of 2015? or does this invoice date back to 2011? While this is a relatively minor nuisance, the fact that one of the biggest banks currently requests that a date be filled as “mm/dd/yyyy” on one of their forms, and as “dd/mm/yyyy” on a form from another department signals that the date formatting issue is alive and well, likely entrenched much deeper than in customer facing artefacts.

The convention “mm/dd/yy” is specific to North America but its consistent usage is not a given on the continent; for example, sorting is easier with dates formatted as “yy/mm/dd” (or rather “yyyy/mm/dd” to ensure cross-millennia portability). Other jurisdictions have different (better!) formats, the ISO 8601 standard for date formatting was published back in 1988, and despite the fact that we now live in a globalized world, a unique standard for date formatting is still not a reality in practice.

This is astonishing as it is irritating because twenty years ago, the whole IT world struggled hard with the problem of century-less dates. But a unique standard of formatting dates failed to emerge and take hold even after this epic effort which was supposed to serve a lesson. Today it is as if Y2K never happened, century-less dates are frequent and everyone seems to be accepting whatever dates are spit out on screens, documents or merchandise packaging.

Why is the basic requirement of a universally intelligible date lost? Why is the Y2K story lost? Was all that effort in vain? Troubling questions! If as IT and BA professionals we don’t learn from our own experiences, similar mistakes will be made. Is the cause to be found in short memory at institutional level and a lack of preoccupation (funds) for preserving it? Is it the pressure to deliver in the short term for short lived applications? Is there a belief that AI and other technological advances make such a mundane requirement irrelevant? Is it a deficiency in how IT staff is trained? Is the BA profession itself guilty of not harvesting and consuming its own history?

The “good” news is that once we pass the year 2031, the problem will alleviate considerably by itself (32, 33, etc. can no longer pass for a month or day of month), and we’ll be back to the “date care-free” days of the nineteen nineties and before. However, this will be somewhat short lived, as we’ll be hit again in seven thousand nine hundred and eighty years from now, as the world will hopefully step into the year 10,000 (time flies…). Will the old assumption that no present system could still be running serve us well?

Want better communication strategies? Mimic the airlines.

Yes, I said ‘airlines’.  Air travel sometimes comes with unexpected “adventures”. 

Instead of ruminating about your delayed flight or grumbling that your gate seems to be in another timezone, entertain yourself by spotting and analyzing processes.  I used this adult version of ‘I Spy’ to reflect on how we can apply airline communication strategies to our projects. 

Just in time communication

My recent flight from Toronto to Paris demonstrated the importance of variable communication methods and proper timing. As I was heading toward my gate, I heard a recorded voice say “Please have your boarding pass ready when entering toward gates x”.  That prompted me to look up just in time to see a sign with the same message.  Just beyond the sign was an automated checkpoint that would open only after scanning a boarding pass for an international departure.

As I was digging out my boarding pass, I reflected on how well this was done.  I was informed just in advance of the action I needed to take.  By receiving the message just in time, I knew exactly what I needed to do and I had context.  Imagine if I had been told only once at check-in:  “When you get to Toronto, there is a separate section for international travel.  When you get there, you will see an automated checkpoint where you will need to scan your boarding pass. Please be prepared to have your boarding pass ready to be scanned.”  After a few hours of flying and navigating my way through the airport, would I remember that?  Would it have made sense without context?

By delivering a just in time message that was clear and concise, there were no delays at the checkpoint. People who weren’t ready simply stepped aside so they could prepare.  Those who were ready, moved through quickly.

Do your stakeholders forget what is expected from them? Or do they complain that they didn’t have enough time to complete their tasks?  Consider the timing of your request.  Could it be delivered earlier or later?

Multiple communication channels

Before I heard that recorded message, I was walking with my head down, checking my phone for places to eat.  I had lots of time between flights so I wasn’t worried about getting to my gate quickly and I wasn’t watching for signs.  It was the audio message that grabbed my attention.  The volume of the recording was perfect for me and played as I approached the area so I had enough time to prepare.

Another traveler may have been engaged in conversation or may not have heard the message clearly.  The signs provided an alternative communication channel for those who are more likely to respond to visual messages.

By providing multiple communication channels, there was a better chance of reaching all people who needed to receive the message. 

I recently heard about a project where many team members repeatedly asked about the delivery schedule.  After the Project Manager posted a physical schedule visible to everyone, the questions stopped. 

Have you been frustrated by stakeholders not being aware of the information you’ve delivered multiple times?  Consider an alternate communication channel. 

Content of the message

The message the airline communicated was short and told me exactly what I needed to do.  Imagine if it included additional information that may seem appropriate, but not necessary at that time.  Would you stop long enough to listen to this message?  “Please be advised that we have recently installed an automated checkpoint for passengers travelling internationally. These checkpoints will streamline the security process. Please be advised that to enter this area of the airport, all passengers must scan their boarding pass and wait for the gates to open before proceeding.” While this information may be relevant, airport travelers are not wandering around reading long signs or stopping to listen to every voice that begins to speak.  (Think about what happens during boarding.  When the first announcement starts, everyone gets up to board, even though the announcement may have said “please do not line up as we are not yet boarding”)

By delivering a clear and concise message, people are more likely to hear and understand what is expected. Consider how you can apply this concept. Are your messages clear and concise? Do your communications convey the right amount of information in a clear manner?


Advertisement

Frequency of communications

Having successfully progressed to the international section of the airport, I was on my way to a European vacation.  But, this was not the end of my recent air travel adventures.

I had the privilege of sitting in a plane while experiencing multiple flight delays – each with a different root cause.  How do I know the root cause of each delay?  Because we were informed at appropriate intervals in an appropriate tone with just enough information (and in both official languages).

The first announcement came before we left the gate advising that maintenance personnel were fixing a minor issue before we could take off (this explained the maintenance personnel on board).  The next announcement assured us the issue was resolved and there would be another 15 minute delay while paperwork was being completed.  This was followed by a few more announcements as we waited for a spot on the runway. 

Under normal circumstances, we would have been on our way soon after lining up for the runway; however, this was just the beginning.  Due to snow and ice, we switched runways twice with delays on each runway.   During the delays, the pilot updated us every 15 minutes or when there was a change.

Communications were delivered as needed to keep us informed, but not so often as to annoy us.   By delivering regular updates, all passengers knew what to expect and how much longer we needed to wait. It didn’t eliminate the wait, but it did eliminate any speculation about what might be causing the delays.

Does inaccurate information circulate through your teams?  Consider timely and concise updates.

Tone of the message

As the delays progressed, the pilot became less formal and even began one of his announcements with an audible sigh showing us that he is also feeling the pain of the delays.  It was met with laughter by most passengers.  What a great way to put us at ease, give us a little chuckle and prevent tension from building.  The final delay was a coyote on the runway.  Our friendly, neighborhood pilot told us to look out the left side of the plane to catch a glimpse of the coyote as he darted away. 

As the messages progressed and the situation allowed, the messaging became less formal.  This built rapport with the passengers which made people feel more comfortable.

Are your stakeholders reluctant to share information with you?  Would they be more forthcoming with a less formal approach as the stakeholder relationship evolves?

Appropriate to the audience

In the above communications, I am speaking from the perspective of a passenger.  The tone, frequency, content, channels and timing of these communications would have been different for each stakeholder group (passengers, flight crew, paperwork, air traffic control, ground crew etc.) and delivered by the appointed messenger.

By tailoring the message to the audience, each stakeholder group receives information with an appropriate level of detail. The content and formality of the message delivered to the President of the company will be very different than what is delivered to a member of the project team.

While airport travel is not always as pleasurable as a trip to Disneyworld (unless your flight is to Orlando), we can still take lessons from those who spend their days moving millions of people.  Imagine if project communications followed these same guidelines?  All stakeholders would receive the right amount of information at the right time leading to a greater chance of success and on time delivery.

Connecting the Dots: The Evolution of the Business Analyst

Last year, I witnessed a product manager trying to figure out how to best market a new product feature.

They were working with a Business Analyst (BA) to make meaning of the multitude of consumer data they gathered.  They also worked with an analyst to elicit much broader marketing requirements.

At the same time, a public relations firm was hired to help rebrand the organization. The firm was also working with a BA to collect consumer perspectives on current branding and collect requirements for future branding efforts.

In both projects, the BA did what they had been trained to do. Though they knew what their peers were working on, they failed to “connect the dots.”

The Danger of Not “Connecting the Dots”

The group marketing that new product did not share their learnings with the group working on the public relations strategy. When the strategy rolled out, the analyst working with the product manager noticed some features that contradicted the consumer requirements collected. That analyst said nothing.

In most organizations, we are learning in silos.

Connecting the dots between learnings is not just for streamlining processes and ensuring efficiencies – it is necessary to nurture innovation. Leading creative and strategic projects while also teaching about innovation has validated what researchers have been telling us: innovation is about making connections.

Innovation Through Connections

Connections of information from different sources. Connecting a random idea from an accountant to another random idea from marketing to form an unusual concept. These connections seem simple, but they are not.

They require different segments of an organization to make connections with each other, and to have access to different information that may seem unrelated. There needs to be a systematic and consistent capture of learnings that is not limited to the project, but is organization-wide and ongoing.

Change your Mindset to Change Your Organization

I began to explore different models of how “mindset change” can take place within an organization.

First, mechanisms must be in place to allow for the transfer of information to happen organically. For this, organizations must adopt a continuous learning mindset.

In order to identify the best way to adopt this mindset across departments and silos, I had to identify the common variable that was in all the sessions where connections were missed. A champion of sorts, who has access to information and the skill sets to facilitate connections. 

So who acts as the conduit of interdepartmental information flow? This would have to be a centralized person who can connect the dots and “hold the whole” of the organization. A journalist of sorts, that asks the right questions with unyielding perseverance to identify the right problems to solve.


Advertisement

The Business Analyst is a natural fit as the holder of these connections.

BAs have the skills and the access to serve as the internal journalists able to influence and shape strategy. This is especially true for older organizations with mature structures that cause silos between departments without clear collaboration points. 

To be successful in such a role, the BA must explore adopting this journalist mindset. Recognizing that there is a lot of information and data, but there is one core story being told.

Perhaps most importantly, it’s their job to uncover that story – not to write it. This story is not necessarily the product solution you are seeking; it is an untold plot that only you are able to see.

Making connections is an essential BA skill to help shape modern organizations. As great entrepreneurs know, connectors get better with practice.

Exercising Forced Connections

Work on forced connections before you are able to make them organically.  Fixate on an object in your environment, and use that object to solve a problem. Work on these forced connections to help pivot your brain to start making connections by default. The results can be astonishing.

Free write all the learnings that you have gathered. Are you working on separate projects, all yielding learnings that appear unrelated? Take some time to reflect on those unrelated learnings and begin to write about them nonstop. Do not censor or edit – no one is checking your grammar. Be amazed as connections begin to form without you noticing. 

This next technique allows the BA to make connections in real time and I have deployed it repeatedly. After a requirement gathering elicitation session, the BA asks:

“What do I know that they don’t know?”

Is the team missing something that was uncovered in a requirements gathering session eight months ago, or are there gaps that the elicitation with marketing tomorrow could potentially fill?

Recently, I spoke with a BA who told me, “This is great and all, but I can’t keep all this information in my head. How can I reference it more frequently?”

Tools for Consistent Connection Building

I coached her on developing what I am calling a “Connection Board.”

Using a whiteboard, a blank piece of paper, or some virtual tool, draw out three columns. This is a living document that will be updated regularly.

In the first column, write “Discover.” This area is for any information that you are learning that “sticks out.” It makes you think, “Hmmm, that’s not related to this solution, but that’s interesting.”

The next column, titled “Connect”, is for any connections that can be made from the pool of information you gathered under “Discover.” Are there any “dots” that are from very different sources, but seem related?

Finally, move connections you want to investigate further into a column marked “Explore”, and uncover the story behind those connections. What questions does this connection trigger?

This can be a visual board, a chart on a white board, or a notebook entry. It should be easily accessible as a living document to train you on making those connections consistently.

These are some tools and techniques for your toolkit and, there are numerous out there on stretching and exercising your connection muscle.

To fully flex this muscle, we have to stop viewing each product or requirement gathering as a separate event. Often there are connections to be made that your organization needs, but is unaware of their existence. As a BA you have the potential to be a strategy thought leader within your organization, shaping and influencing agendas.

You will find with connection building you are able to reveal ideas that only you have the information to reveal. Working like a journalist is writing small stories – collecting evidence from each story that ultimately connect, allowing you to reveal a breakthrough story.

Why a career in business analysis?

Are you bored or frustrated with your current job?  Are you interested in a position that offers daily variety?

Maybe it’s time to assess the opportunities available in a business analysis career.

Assess your values.  If efficiency is important, analyzing business processes, defining requirements enabling user experience in a software package or designing integration points across a solution are opportunities.  If education is important, every day offers learning new systems and processes as a business analyst – consider obtaining your CCBA/CBAP or taking courses in your domain to broaden your experience.  If family is important, building relationships is so important to this position that many co-workers become your family.


Advertisement

Enjoy working with others?  Whether you’re an extrovert, introvert or ambivert, working with people is a key component of this job.  When you’re gathering requirements or implementing a solution, negotiating the best approach and understanding how to best interact with your stakeholders will drive your success. Learn how to adapt your communication style based on individual needs (email, face-to-face, visuals, etc.)

Enjoy puzzles?  Do you find yourself asking WHY a lot? As a business analyst, you will often solve puzzles with a root cause analysis.  When eliciting requirements, an adept BA doesn’t just document what users want, they challenge to get them to understand what they need.  Each project and person will be a different puzzle to figure out.

Putting it all together…  It doesn’t matter what industry you’re in – manufacturing, banking or insurance just to name a few – business analysts are needed to help drive profitable corporations.  Business Analysis runs the gamut from challenging the process on the frontline through solution architecture or strategic vision development at the C suite level.  Check out IIBA, BA Times and BA Cubed for many articles and support in your quest for a rewarding career.

Change Management- Crucial for BA’s success

How many of the Business Analyst’s think that change management is the crux of our role?

Whilst BABOK clearly defined the areas of BA’s job: the planning & monitoring, elicitation, requirements gathering, solution assessment and validation….so on and so forth, ensuring that the success of all these activities culminates into successfully transforming the requirement into “adaptability” by the users.

The word “change” has more often than not, been perceived with a negative connotation. The idea of a business analyst being a change catalyst has more advantages whether the change is “business oriented” or “system oriented” for the following reasons:

  1. As a Business Analyst, you have a 360° view of the requirement as provided by the Business
  2. BA has been through many iterations of fine tuning them to elicit the actual underlying need
  3. The solution has been assessed and ensured is in line with the requirement as defined by Business
  4. BA’s do play a vital role in ensuring that the user acceptance validation is done
  5. In preparation for the roll out, all necessary materials, handouts and posters are worked through with the “Communications and Training Team”
  6. An unbiased opinion is readily available whether a particular business feature is aligned to user needs or is completely off-track
  7. Feedback as received by the end-users is refined and worked on by the BA

Step 5 coupled with advance planning is where the “catalyst hat” of the BA plays a crucial role in ensuring that the change has a positive impact to the end user and influences the degree of the success!

Change happens every single day of everyone’s life, but it is the perspective that has an impact of how a person view and becomes receptive of the change. To a certain extent, BA works on re-tuning the perspective of the users. Business definitely identifies the need/want, it is the BA that helps in analyzing, in identifying “potential pitfalls”, foresees the future whether it is in the form of a system change or communication change, validate that the change in fact does meet the underlying need. Last but not the least that the change is not implemented in “isolation” – all tentacles as we all call as “dependencies” are caught upfront by the Business Analyst as part of their “solution assessment and validation” thinking hat!


Advertisement

The whole concept of “Agile” is changing the behavioral pattern of users’ adoption to change. Earlier, change management was discussed during the project as an end phase just before the launch, which was considerably a long time from inception. With Agile, it is getting the customers acquainted to the adopting change with open arms and with less resistance. As an example, mobile operators update their Operating System frequently. We are now adapted to a pattern and do not really have a problem with it! The same scenario when applied to an organization for any upgrade of a system/new change, is perceived as something that might slow us down and not help- this is exactly where a BA can help prepare the organization as well as the mindset of the users to be better equipped for the change.

Understanding the organization’s culture helps the BA work with the “Communications & Training” team to work on a tailored “change communication” in advance rather than “manage”.

Subtle communication mechanics might do the trick!! While we do not notice, it is not about “MANAGING”, it is more about “COMMUNICATING THE RIGHT WAY” to strike the right chord!

Let all BA’s be the torch- bearers of change- iteratively ensure that the requirements are refined to best equip the users and help Business communicate effectively- system or otherwise that helps them redefine processes, systems and efficiencies that lead to a more strategic vision and better employee experience besides just “customer” experience!

BA Oct2 1

One of the many synonyms to change is “innovation”- then why not display the same innovation to the mechanism of communicating that change? Why do we as Business Analysts think deep and communicate better than word documents, power point slides or user manuals just because that has been the norm?

  • How about a poster that turns into a notebook when flipped over?
  • How about a highlight of each area of change to the strategic goals of the organization?
  • How about alignment of the change to employee’s goals?
  • Do we have encapsulating tools that helps them?

It clearly cannot be the sole responsibility of the Communications & Trainings team without a galore of input from the Business Analysts, let us allow free flow of ideas from the BA’s to make this better and better with every step!

Change communicator in a better way than change management!