Tag: Communication

Golden Rules of Stakeholder Engagement in Business Analysis

Written by Thomson Mathew & Anjana Manocha on July 21, 2021. Posted in Articles.

What makes business analysis on a project effective?¹ Is it just about allocating a business analyst (BA) to the project to produce business analysis deliverables on time, or is it about effectively communicating and engaging with stakeholders? While both are tactical prerequisites, we believe that engaging with stakeholders is key to any effective project implementation.

Research proves that, in the long term, effective stakeholder engagement is good for any business.² Organizations with a greater awareness of stakeholder interests and higher stakeholder engagement patterns are more likely to avoid crisis, simply because they’re in a better position to leverage opportunities and anticipate risks.³ Several compelling studies across industries on the impact of good stakeholder relations demonstrate that, over time, organizations focusing on building stakeholder trust are more resilient across indicators of value such as financial resilience, sales, cost reduction, time to market and control of operating costs.^{3, 4}

So, who are the stakeholders? Stakeholders are individuals, or groups of individuals, who either care about, are actively involved in or have a vested interest or a stake in the project’s success. They can also affect the project BA’s ability to achieve his or her own goals.⁵ Stakeholders can be internal or external.

Internal stakeholders may include top management, project team members, a BA manager, peers, a resource manager, end-users, and internal customers/delivery partners. External stakeholders may include external customers, governments, contractors and subcontractors, regulators, and suppliers/vendors.

Stakeholder engagement is the practice of interacting with and influencing project stakeholders to drive the overall success of an initiative. Stakeholder expectations and perceptions, as well as their personal requirements, concerns, and agendas, influence projects, determine what success looks like, and impact the achievement of an initiative’s overall outcome. Successful stakeholder engagement is vital to effectively delivering value on a project.

Whether internal or external, the first thing to identify is whether BAs effectively engage with project stakeholders. This paper explores different levels of stakeholder engagement and the approaches that will enable a productive association and result in project success. Typically, stakeholder engagement falls into three broad models: high, moderate, and low engagement.

High engagement model

Stakeholder engagement is at its peak, in this model, meaning that BA and stakeholder thought processes align on project objectives, definitions, and benchmarks of success. They work in tandem to drive the project to its intended conclusion in an efficient and timely manner. This model is highly interactive. Ideas and suggestions from both sides are exchanged to evaluate the pros and cons and resolve any differences of opinions objectively through a process of mutual consensus. There is mutual respect, trust, and a sense of ownership over the decisions being made and risks being taken.

In short, this is the ideal scenario. In this engagement model, the stakeholder clearly communicates expectations, actively participates in project requirements, promptly responds to questions and communications, and engages with the BA and shows genuine interest in the analyst’s work.

Best practices to help a BA sustain high stakeholder engagement

Work to become a BA on whom stakeholders can depend. Build relationships based on trust.
Demonstrate awareness of project timelines, efficiency and cost-related issues while prioritizing the needs of the project.
Maintain regular communication. Keep stakeholders informed of project progress and BA deliverables.
Address constraints and challenges on time. If there are time constraints or other challenges, meet stakeholders formally or informally (in-person or virtually) to discuss the issues and get their buy-in for feasible solutions.
Listen to and address stakeholder concerns in a timely manner.
Keep stakeholders engaged by involving them throughout the project. Always ask for stakeholder input and work toward implementing what’s possible.
Recognize stakeholders’ achievements and appreciate their support.

Moderate engagement model

Stakeholder engagement is average in this model, meaning that the BA and the stakeholder agree on the vision and objectives of the project but don’t understand the impact their respective actions might have on its timelines and success. They work on the same team but don’t always collaborate, attend meetings but don’t actively participate, provide input and feedback but not in a timely manner. In this model the stakeholders aren’t clear on the BA’s expectations and deliverables. In other words, to achieve a higher level of engagement it requires active collaboration and participation between the BA and the stakeholder.

So, there is hope with this model. But if the BA doesn’t work to improve the relationship, things are likely to quickly reach a point from which it will become harder to recover.

Best practices to help a BA improve the stakeholder engagement level

Drive conversations and meetings that are interactive, constructive, and engaging for both parties.
Communicate effectively to engage stakeholders. Leverage collaboration tools and continuous brainstorming workshops that enable stakeholder participation.
Set realistic expectations with stakeholders from the onset of the project.
Be mindful of and flexible to accommodate stakeholders’ schedules and preferences. This includes engaging with stakeholders formally or informally, as well as during work or off hours.
Listen to, heed, and execute stakeholders’ feedback and demonstrate its impact on the project.

BAs can leverage several tools and strategies to enhance stakeholder engagement (see Table 1). Once they understand the project, they will become more receptive to what a BA has to offer. And then they will want to know how the initiative will be implemented, whether and how their concerns will be addressed, and how they can contribute to the solution.¹³ At this stage, it’s important for BAs to manage the relationship to set the right expectations and agree on roles without losing the already established level of engagement.

IIBA BABOK® Guide Technique	Purpose
Functional decomposition	Explains key components of business analysis to create transparency within an initiative, specifically in how a BA works and the role stakeholders can play.
Mind mapping	Enables BAs to gather and summarize participants’ thoughts and ideas, as well as any ancillary information, and then determine interrelationships.
Process modelling	Defines the solution and describes how the business analysis will be executed. This technique can include actors and information flows to illustrate what’s expected of each stakeholder during various stages of the process.
Roles and performance matrix	Maps each stakeholder’s role and permissions across business analysis activities. For example, which stakeholder will shape what part of the solution, approve the solution design and implement the solution.
Stakeholder list, map, or personas	Documents stakeholder responsibilities, defining how each will shape the solution and all will collaborate.
Brainstorming	Fosters creative thinking around project challenges and possible solutions. The goal of brainstorming is to produce new ideas and derive themes for further analysis.

Table 1 – IIBA Reference ^5,6

Low engagement model

Stakeholder engagement is below average in this model, meaning that BA and stakeholders thought processes don’t align regarding project objectives, definitions, and benchmarks of success. The BA and stakeholders don’t work in tandem to drive the project to its intended conclusion in an efficient and timely manner. In this model, there’s no constructive exchange of ideas and suggestions with the objective of evaluating the pros and cons. Differences of opinions aren’t resolved objectively and lack mutual consensus. Respect is a lacking and there’s no sense of ownership of decisions being made and risks taken.

This results in conflicting requirements and deliverables, delayed project timelines, dissatisfaction on the project progress and eventual failure to meet expectations. In this engagement model, the stakeholder:

Asserts authority
Doesn’t actively participate in meetings
Provides minimal to no feedback
Quickly critiques deliverables
Resists change

At the beginning of the project, especially a change initiative, there may be resistance for various reasons.⁶ Chief among these is fear. Because the business case behind a change initiative is often restructuring, reducing headcount, or introducing automation — all of which may lead to the loss of some jobs — people will naturally be concerned. That may lead some people doubt their ability to develop new skills, learn new things or maintain an acceptable level of performance in the new system. Projects that lack clarity at the start are also concerning. While it’s always difficult to anticipate the direction of a change initiative, in the early phase, most stakeholders aren’t sure of their role or how or where they’ll fit in the overall process. And without established norms or processes in place, an initiative is almost always likely to change the environment. At times it’s this discomfort, or a lack of justification for this change, which causes resistance.

Remember: Be prepared. Be flexible. Be ready to escalate.

To overcome these and other challenges, we recommend the following steps:

Step 1: Be Prepared

Send the agenda and any relevant documents prior to the meeting so that everyone has an opportunity to prepare for the discussion. Arrive in the meeting room (physical or virtual) a few minutes early, especially when the BA is the host. Follow the best practices for virtual audio/video calls, especially in a remote work setting.⁷ Invite a person of authority to the meeting for support. This could include the BA’s manager, the project manager, or a business process consultant. Be active rather than reactive in any situation. For a BA, it’s always important to take a few minutes before responding to an email or conversation. BAs should never take feedback personally and always be willing to reach out to their peers, core team or leader for help.

Step 2: Be Flexible

Accommodate the stakeholders who aren’t available to meet in person and in this case, the BA should try to address stakeholder requests by scheduling a conference call. If meeting during prime business hours is not possible then connect with stakeholders during off-hours or different times of the workday, within stipulated/acceptable business hours. This sort of availability supports a more informal setting, which in turn encourages stakeholders to share their concerns. It also demonstrates that a BA is eager to engage with stakeholders and understands their viewpoint. It will help the BA gain stakeholders’ trust and make them feel their voices are heard and their perspectives factored in.

Step 3: Be ready to escalate

Invite a person of influence — for example, a hardline manager or project manager — to meetings with stakeholders to get better guidance on how to maneuver the project as well as keep the manager informed of progress. Stay calm and objective throughout the process. Under no circumstance should a BA feel the need to pressure stakeholders on any matter since such behavior will only aggravate the situation and result in further damage to the relationship with stakeholders.

Our recommendations for a successful engagement model

We recommend the following engagement model that has been tried and tested and has resulted in successful and long-standing engagements with our stakeholders over the years.

Stakeholder analysis/mapping. Analyze stakeholder needs and expectations and think about how the project or the proposed change might impact stakeholders, as well as how they can impact the proposed change. Based on this analysis, select an engagement approach that best suits stakeholders’ needs for effective communication and collaboration.

Plan of engagement. Plan an effective approach to stakeholder engagement. The goal is to select an approach that will ensure the highest level of engagement throughout the initiative. Things to consider when selecting an engagement approach may include:

Style of communication during meetings. Keep the meetings interactive. Initiate and foster maximum participation.
Frequency and duration of meetings. Schedule short meetings with an agenda. When meetings are too long, participants lose their focus.
Format of meetings. Schedule virtual or in-person meetings as appropriate.

Set expectations. Set and communicate expectations with stakeholders. Make sure the desired outcomes are clear and well understood by the stakeholders. For example, if BAs request input on requirements, then they need to make sure that:

Documentation is sent to stakeholders on time, preferably well in advance of the request for feedback.
Documentation includes anything stakeholders may need, such as reference documents, process flows, data elements or use cases.
A timeline is set for when the BA expects feedback.

Engage stakeholders. Keep the focus on maintaining and improving the level of engagement. Keep stakeholders engaged through:

Maintain the frequency and level of communication. Keep stakeholders apprised of the progress and possible challenges.
Active listening. Listen to stakeholders’ concerns and feedback and address them accordingly.

Review and adjust. Review and adjust the plan based on stakeholders’ engagement and feedback. Revisit the approach and adjust for future interactions to maintain the level of stakeholder participation and involvement.

Conclusion

The general rule for any stakeholder engagement is the understanding that stakeholders care about their responsibilities and want to do their best. Despite that, there may be certain obstacles that prevent successful and beneficial stakeholder engagement. In that case, BAs will find it helpful to analyze the initiative to understand the cause of the roadblock and find a way to resolve it as early as possible. Handling the situation objectively and the demonstrating the initiative’s roadmap — including a clear picture of the initiative, its impact, and everyone’s roles — fosters a collaborative environment that will lead to a successful project.

Sources:

^{1 “}The Habits of Effective Business Analysts.” https://medium.com/analysts-corner/the-habits-of-effective-business-analysts-c9b7d9786f8b

² “Long term business health stakeholder theory.” https://backlog.com/blog/long-term-business-health-stakeholder-theory/

³ Enright, Sara; McElrath, Roger; and Taylor, Alison. 2016. “The Future of Stakeholder Engagement.” Research Report, BSR. https://www.bsr.org/reports/BSR_Future_of_Stakeholder_Engagement_Report.pdf

⁴ Witold J.Henisz, Sinziana Dorobantu and Lite J. Nartey. “Spinning Gold: The Financial Returns to Stakeholder Engagement.” Strategic Management Journal. 2013. https://onlinelibrary.wiley.com/doi/abs/10.1002/smj.2180

⁵ International Institute of Business Analysis. “A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide).” https://www.iiba.org/standards-and-resources/babok/

⁶Rahul Ajani. “Engaging Stakeholders in Elicitation and Collaboration.” International Institute of Business Analysis. https://www.iiba.org/professional-development/knowledge-centre/articles/engaging-stakeholders-in-elicitation-and-collaboration/

⁷Ken Fulmer. 2020. “Working Virtually – 10 Tips for Management.” https://www.iiba.org/business-analysis-blogs/working-virtually-10-tips-for-management/

Further reading

Ori Schibi. “The role of the BA in managing stakeholder expectations.” Project Management Institute. October 26, 2014. https://www.pmi.org/learning/library/role-ba-managing-stakeholder-expectations-9367

Kenneth W. Thomas. “Making Conflict Management a Strategic Advantage.” Psychometrics. http://www.psychometrics.com/wp-content/uploads/2015/05/conflictwhitepaper_psychometrics.pdf

Robyn Short. “The Cost of Conflict in the Workplace.” Robyn Short. February 16, 2016. http://robynshort.com/2016/02/16/the-cost-of-conflict-in-the-workplace/

Association for Project Management. “Communicate: the first principle of stakeholder engagement.” https://www.apm.org.uk/body-of-knowledge/delivery/integrative-management/stakeholder-management/

Ian Haynes. ” 4 Strategies for Dealing With Difficult Stakeholders.” wrike. September 25, 2020. https://www.wrike.com/blog/4-strategies-dealing-difficult-stakeholders

What Can We Learn from Crime Fiction in Business Analysis?

Written by Jake Thompson on July 14, 2021. Posted in Articles.

Crime fiction never sleeps. A mere Google result yields an estimated 25-40% of the fiction genre in print, is attributed to crime fiction novels and novella, yearly. These heavyweight numbers pull no punches when dominating the publishing market and continue to churn out as newcomer and veteran authors delve into this twisty and plot-driven genre. Elsewhere, crime fiction slams the gavel in landmarking the entertainment world, between streaming, regularly scheduled programmed television, even cinema. Netflix, Amazon, HBO, Paramount, Hulu, and the continual alphabet of platforms and movie studios, in their consistent battles of streaming wars, are armed to the teeth with crime fiction remaining a mainstay in their marquee content arsenals.

As we draw out the novice philosophical schemas of “good versus evil”, “crime never pays”, as a business analyst, it is prudent to discover the deeper meaning to be found when you read between the lines. Being in the field of business analysis, I swiftly became cognizant of the ensconced parallels to the realistic work I was taking on, to the fictitious roles I observed in the media mediums I had been consuming. I connected the role of a crime fiction detective to a realistic business analyst. Comparatively, likening my performance to that of taking on cases in the form of projects, occasionally multiple at a time, my goal became synonymous with solving a case. The project is the case and the mystery to solve is how to make said project successful. It became incredulously captivating to think of myself as a detective versus a business analyst and begin to observe the methods as seen on TV or read in books and apply them to my work. Of course, it is without saying that I remain a business analyst and do not self-aggrandize myself to a fictitious character, nor do I claim to know the experience of working in the field of law enforcement, crime, and the like.

Think of some of the critically acclaimed TV shows out in the media: HBO’s The Wire, NBC’s Law and Order. Both of which are fictitious series’ that give us realism of what it is like to be ingrained in the world of crime, law, and law enforcement. However, take away the dramatic elements that make for good television and you get a stripped-down version that provides us certain core concepts to business analysis:

Ask questions: Detectives and investigators ask questions to gain information, to elicit leads, to make a break in the case. They are relentless in this practice. They talk to witnesses, colleagues, bosses, citizens, experts…the list goes on. Are we, as BA’s, not the same? Business analysts ask questions of various people to gain information, to elicit solutions, and identify the best outcome to complete their project (aka “solve the case”). Without questions on both career fronts in opposing ends, do they lose out on the objective they so wish to achieve: solving the mystery.
Investigate all possible outcomes: Through the commonplace term “police work”, crime fiction utilizes investigatory measures to observe every outcome. They examine patterns, evidence, trends, ask questions. They fiercely formulate hypotheses, postulate outcomes, and supplement their findings. Business analysts parallel these actions. Asking questions leads us to garnering information, making progress on our projects, and creating our own theories. It helps to solve the mystery. It does not mean you need to carry a notebook and jot down interview notes, but it is not a bad idea! Sometimes the best ideas come when we least expect it, and how often do we need to write it down, lest we forget later?
Be resilient: The term “hard-boiled” is not just used in breakfast to describe how eggs are made. It can also refer to the manner of how resilient detectives are. They keep shaking the metaphorical tree until something tangible comes out. They are tenaciously relentless in their work and strive to put forth their best effort to solve and make the grade. Shouldn’t business analysts be the same in this regard? As a BA/detective, one should not give up when the project seems to fall off track or when we hit an impasse in our efforts. Rather, we should work to “hard boil” ourselves and push through, for it may be the resiliency that wins the day and makes the project successful. This, by no means, encourages the copious consumption of caffeine and late nights that are often portrayed in crime fiction: know your limit but keep yourself resilient.
Follow-through: This is a common mistake that business analysts can make without realizing it. One of which, even I fail at, at times. Observe in some of the crime dramas you watch or fiction you may read on how often that detectives follow through on their leads, with their colleagues, with their bosses. They make the decision but often, they stick with their decision, right or wrong. They vehemently stand by their actions. As BA’s your decision, right, wrong, indifferent and within bounds, be sure to practice the concept of follow through on them. Talk to your own colleagues, bosses, experts and gather up the information you are seeking. Remember to ask questions and stand by what you decide. Learn from the as those we revere to be real and glean from them the power of follow-through.

There you have it: case closed. In the glorified world of crime fiction, we unpack useful key points that, as business analysts, can utilize in the field that mirrors what we see on television. Try this in your business analysis role, and see what comes of it: will you find that your cases (projects) are solved more efficiently, quicker, or with a bit of added flair to make your job more fun? Let me know, I would love to hear how these apply to you! And, if there is anything else that might be learned from crime fiction and crime drama applicable to business analysis, share with myself and others.

Oblivious or Attentive

Written by Divya Kishore on July 8, 2021. Posted in Articles.

I was once demoing the specific functionality of an application. I was looking forward to my favorite part of the meeting: Q&A, but to my surprise, no one uttered a word. My mind was racing with questions: Was my delivery crystal clear that there were no questions? Was no one paying attention? Why the silence? Should I have approached the demo differently? I earned great accolades relating to the demo. Yet, the silence was bothering me. When an attendee is quiet, does this translate as unplugged from the conversation? Or are they employing active listening? Let us analyze why the disconnect happens in the first place. Here are a few reasons:

Lack of a meeting agenda
The facilitator is over-communicating
Right people not in the meeting
The facilitator is deviating from the scope of the meeting
Attendees double-booked at the same time
Attendees distracted by things unrelated to the meeting
An email could have sufficed instead of a meeting
Topic covered in a previous meeting

What would I do when I am not engaged in a meeting? I may:

Multitask
Stay quiet during the entirety of the meeting
Browse on my smartphone
Turn off my camera

What would I do if I am engaged in a meeting? I may:

Ask contextual questions based on the topic
Volunteer to work on the action items
Share one-off use cases or exceptions
Assist in decision making
Turn on my camera

What next?

The cues listed above are not a perfect indicator of engagement during a meeting but watch out for them. What strategy can you adopt during the next demo/meeting? As business analysts, we are Change Agents, experiment with the ideas mentioned below to lead the change:

Use virtual whiteboards and invite attendees to collaborate by sharing their ideas
Co-present instead of having one team member presenting through the meeting
Ask an open-ended question and ask every attendee to articulate their responses
Ask for votes from every attendee or create a survey with many options so that everyone can pick one

Conclusion:

Next time watch for those subtle or clear clues during a meeting. Lead meetings that best fit the target audience and are within the scope of the meeting agenda. It is motivating when attendees are not forced but are looking forward to the rendezvous.

“One of the greatest gifts you can give to anyone is the gift of attention” – Jim Rohn.

The icon library: My favorite analogue tool

Written by Line Karkov on July 1, 2021. Posted in Articles.

With the growing use of agile practices and design thinking, there is also a growing awareness of the importance of working visually. If you are an inexperienced drawer, this is can be a major barrier for starting with sketch noting, visual facilitation and graphic recording. In this article, I recommend establishing an icon library to document your learning and growth as a visual practitioner.

An icon library is my repository of the icons and symbols that I have used. I have it so that I can reuse icons by simply looking them up. And yes, it is in an analogue format. In fact, it is a notebook with each page divided into six squares and room for a name for the icon.

The icon library is my box of LEGO bricks. They are the building blocks, that I use when creating visual content. To work efficiently, it helps to actually think if it as a box of LEGO bricks. Meaning, when drawing I have what is available in my icon library. I can use color, size, and the relation to other elements in the visualization to convey meaning. I can also combine icons and thereby create new ones. In that respect, I can use it as a constraint that forces me to think more creatively. While building with LEGOs you usually do not have the option to just go out and get new bricks. You use what is available.

The senior LEGO designer Søren Dyrhøj advices to copy other people´s LEGO models with the bricks you have available. Because when you copy, you are practicing the skills you need to create something original. The same goes for visualizations. When you get started, do not worry about coming up with something unique. Look around you and use what you see; imagery used by your company and established modeling techniques, and do not be ashamed to look icons up online.

When I am not under pressure to deliver, I do take the time to come up with new icons and symbols while creating visualizations. I try to always have the discipline to add them to my icon library then. When I start working with new subject matters or domains, I always make sure to invest some time in coming up with icons and metaphors that I can use for visual content. Also, when I start engaging with a new group of end users, I create an icon for that user. Usually, 70-100% of the drawings I use, are from my icon library. The LEGO metaphor is also one that I have used several times before in different contexts. It is suitable for topics concerning IT architecture consisting of “building blocks”, and for illustrating collaboratively creating a product. Another reason why I like it is because it also refers to my cultural heritage as a Dane (LEGO is a Danish design icon that we are very proud of).

Sooner or later, it is highly recommended to learn from a professional visual practitioner. There are many options for training available, and several books on the topic. This will familiarize you with a visual alphabet, which will take your skills to the next level and enable you to create original content. I personally recommend the book “UZMO – Thinking with your pen” by Martin Haussmann, who is one of the pioneers in graphic facilitation. His bikablo concept is very useful and easy to learn.

Working visually in analogue formats can be a truly liberating experience because you are completely free of the constraints built into digital tools. It can also improve the way you process and present information when you get rid of the abstraction level of the keyboard, and thereby have a closer connection with your content. With the right approach established – e.g. having an icon library – you can work just as efficiently as when using digital tools.

4 Tips for Running Effective Workshops

Written by Giorgos Sioutzos on June 24, 2021. Posted in Articles.

Business Analysis has to do with understanding clients’ needs and trying to offer value through the products you deliver to them. Customer is the final judge and the more the product we develop for them is fulfilling his needs the more he will be happy.

Workshops are a common method for requirements gathering and elicitation. It’s one of the best ways to ensure effective and bidirectional communication between stakeholders and reach consensus on a topic. However common pitfalls can prevent from having the results you want.

Four tips are presented:

Have a specific agenda

You have to define the specific purpose of the workshop. May the purpose varies from a high level capturing of needs to a specific finalization of an integration. After clarifying the purpose then you have to develop specific expected outcomes per area. As time constraints exist is crucial to have the answers you want at specific questions you have. Having a logical sequential discussion flow will prevent from limitless philosophical discussions without any conclusion at the end.

Get the right people involved

Identify the key stakeholders that have knowledge on the area of interest, decision making authority and influence. Try to have a list of participants knowing what every participant can contribute. The right mixture of participants is the one that will lead to final conclusions that are approved and will close as much open points as possible.

Pose the right questions

Making the right questions at the right time is crucial. A specific question may clarify things out, give to the customer another perspective that has not think about and contribute to having specific agreed points at the end of the workshop and reduce open points.

Have evaluation criteria

Workshop results has to be agreed and confirmed by every participant. Before having something finalized in the workshop results make a quick evaluation using predefined acceptance criteria. Technical feasibility, usability and cost are some common evaluation criteria

Facilitating a successful workshop for sure needs experience and may be challenging. However the proper preparation, the clear scope and purpose. Lacking of previous insightful preparation of a workshop can lead to its derailment in the sense of giving space to expression of wishful thoughts that are neither specific nor feasible. On the other hand, dogmatic obsession with the narrow capabilities of the system can prevent the development of potential functions and features that are easy to implement and provide value.