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Tag: Communication

Managing Your Boss

Written by Harry B. Mingail on . Posted in Articles. 1 Comment on Managing Your Boss

Most business analysts have one. Yet attending to their demands and idiosyncrasies can be nerve-wracking. Wise business analysts engage good boss management strategies. Boss support, guidance, mentoring and influence will be your reward.

After all, bosses are not exalted and invincible gods. They are human beings with special roles and authority as well as the requisite levels of human weaknesses, problems and pressures.

Under these demanding conditions, most boss relationships unfold in two possible directions: the 3Rs Resistance-Resentment-Revenge or the 3 Cs Clarity-Co-operation-Commitment.

The 3R cycle is characterized by ineffective communication. This causes levels of resentment. People expend valuable energies getting even. Such a work environment becomes destructive not only for individuals but for the entire organization.

On the other hand, the 3C cycle begins with people clarifying what is required. People cooperate and commit themselves to excellence. Personal self-esteem and group performance is enhanced.

Assess Leadership Style

Recognize leadership skills inherent in your own boss. This assists you to understand your boss better. You also benefit by becoming a better manager. The more effectively you manage subordinates, the more leverage you will command with your own boss. “To lead, one must follow” … Lau Tzu.

Leader #1: The Press Leader

These leaders pretend to be drill sergeants. Low self-esteem and a strong fear of failure drives them. They are impressed by outward displays of busyness rather than by results. The leader treats people as expeditors who obey orders. They tolerate no mistakes. Trivial details snare their energies and attention. They over-supervise and manage by punishment. Doing so squashes self-esteem amongst the ranks.

How to handle the press leader? Quickly discover on-the-job limits. Determine whether your boss is simply tough or ruthless. The tough leader precisely delegates authority balanced with appropriate responsibility. The ruthless one disregards human factors. If you choose to resist the press leader, do it privately, not within view of colleagues. This way your leader will not lose face.

Support your position with plenty of evidence. Otherwise, you lose.

Leader #2: The Laissez-Faire Leader

This leader abandons staff. These leaders provide little or no support in tough times. They stipulate little of what is expected of employees. They provide virtually no guidance on how to accomplish tasks. While the press leader may hover over an employee’s shoulder, this leader does nothing to train or guide. While the press leader over-manages, the default leader overlooks.

Managing The Laissez-Faire Leader: The individual who is self-motivated and needs little praise will work well under this type of leader. This leader craves facts such as costs, statistics and research findings. Provide these facts and figures for your boss, while at the same time try to stress some human elements. Encourage your boss to clarify exactly what is to be accomplished.

Leader #3: The Participatory Leader

The participatory leader is adept at communication procedures. Under this type of boss, employees are given precise feedback and recognition when deserved. The participatory leader strives to involve employees in the assessment process. He or she is inspirational and innovative. The participatory leader customizes the type and amount of feedback required for each employee.

Managing the participatory leader: The most effective way of dealing with the participatory leader is to feed back the same techniques that he or she uses with subordinates. Keep them informed of what does and does not work. Since this type of leader is interested in results, your opinions will be heeded.

Leader #4: The Develop Leader

This leader goes a step beyond the participatory leader. The develop leader fosters staff self-esteem, autonomy and competence. Techniques for success are isolated and taught to subordinates as the need arises. The develop leader empowers staff and nurtures a feeling of reverence, not in the boss, but in the employees themselves.

There is often a high staff turnover rate for employees of develop leaders. But it is a good one because it is upward. Because this type of leader creates such a high level of competence amongst the ranks, there is always someone to take over when someone moves up.

Both the develop and the participatory leader expect good performance from their subordinates. This expectation is communicated not only verbally but through a trusting working relationship that encourages autonomy.

Weaknesses and strengths exist within us all but being aware of the bosses can help manage the relationship on an on-going basis. Keep the below points in mind –

Boss Weaknesses

  • Lack of Training: Is your boss a whiz at finance, but uncomfortable dealing with human elements? Few managers score A’s on both task and people-oriented responsibilities.
  • Unclear purpose: Can your manager clearly define goals? A clearly understood purpose assists everyone to fulfil their roles.
  • Fear of rocking the boat: Does your boss resort to the familiar while stifling new ideas? Managers must adapt to changing values and needs.
  • Being a saviour: The boss who insists on expending valuable time and money to keep proven weak people afloat helps nobody. This boss ignores competent staff. At best, this approach postpones the inevitable dismissal day.
  • Having to be right: Even the most talented executive must be willing to make amends when they have been wrong.
  • Low compatibility: A manager must be willing and able to create alliances with peers, superiors and subordinates. Compatibility is mandatory in the executive suite.
  • Demanding agreement: Many bosses find it difficult to accept different points of view. Bosses should seek acceptance and assistance, not agreement.
  • Confusing efficiency and effectiveness: Efficient workers get things done quickly. Effective staff achieve the right goals. The two should be balanced, with priority going to effectiveness.

Boss Strengths

  • Causes agreement: Idea exchanges lead to the best possible solution. Everyone’s opinion is welcomed and valued.
  • Manages with continuity: Issues are discussed at regular intervals. This minimizes surprises and last-minute fire-fighting.
  • Matching people with work: An effective leader carefully considers not only work experience but personality traits when staffing an assignment.
  • Understands the job: A good leader will develop trusted, valuable employees who strive to contribute to the organization because they feel needed. The successful leader knows the way, shows the way and goes the way.
  • Respect feelings: Emotional needs of employees are recognized. Employees are offered a guiding hand when making decisions. They are not simply handed the solution.
  • Gives employees autonomy: Once a level of trust is attained, the more autonomy an employee can handle, the better the employee and organization will be.
  • Eliminates Boredom: Allows individuals to adapt the work to suit their needs, as long as the job gets done.
  • Seeks results, not methods: New methods to improve effectiveness should be sought, but not at the expense of results.
  • Employs positive feedback, not criticism: Focusing on the positive rather than the negative is a proven technique in affecting a desired change in behaviour. This boss “catches subordinates doing something right.” “A soft answer turneth away wrath” … Proverbs.
  • Combines co-operation with competition: Organizations, which encourage groups to be simultaneously co-operative and competitive, produce the greatest chances for success.

Follow these steps to keep the boss happy.

  1. Learn what your boss expects and values.
  2. Strive for high-quality results.
  3. Solve as many problems as possible without the help of your boss.
  4. Keep your boss informed.
  5. Be your strongest critic.
  6. Get regular feedback from your boss.
  7. Differ with your boss only in private.
  8. Save money and earn revenue.
  9. Be a good leader yourself.
  10. Promote only valuable ideas.

Your boss is not interested in the storms you encountered, but whether you brought in the ship

Don’t forget to leave your comments below.

Harry B. Mingail combines a Project Management Professional (PMP), Certified Business Analyst Professional (CBAP), Mathematics/Computer Science and Business Administration designations with 25 years of BA, PM and management consulting as well delivery of webinars, workshops, mentoring and keynotes. 

Implementing Change

Written by Catherine Perks on . Posted in Articles. 2 Comments on Implementing Change

Evolution is key to the survival of any species. This isn’t a revolutionary concept; it has been around since man moved from eating raw meat to finding his first source of heat and energy. In business, the same is true. Those still using caveman techniques in a world evolving around them are likely to become extinct like the dodo.

There is clearly a need to constantly adapt, to realize that if one approach doesn’t work that it isn’t the end but rather the beginning. There is a need to recognize that you do not know all the answers, but collectively, those around you may.  This ability to adapt, to change tack at will and collaborate with others is what distinguishes the business analyst profession.

I have sat in many meetings listening to stakeholders who are convinced beyond a shadow of a doubt that their approach is right, that what they have been doing for the last 10, 20 or 50 years is right. That no outsider could, or should, tell them otherwise or even propose that another way is feasible or better. I have also sat in meetings where the stakeholders love the new approach, some even raving about it, while their ash-faced colleagues look on, knowing full well the work required of them and the difficulty involved in implementing such a change.  The change-experienced business analyst is willing to assist them through this process, and help both the stakeholders and the users adjust to (and even celebrate) the change.

Yes, business analysts are great at changing, at adapting. We can go into an industry, ranging from publishing to banking, airline industries to petroleum, adapting our approach to the content as necessary.

 What we business analysts often forget is that our clients and stakeholders are not always ready for such change, especially in the timelines expected of them. 

“Change management” is becoming more and more of a buzzword. The adoption of a word by industries somehow seems to devalue its meaning, perhaps as a result of its frequency of use, or use in the wrong contexts. Whatever the reason, phrases like “synergy,” “business model” and “thinking outside of the box” all end their days unappreciated, undervalued and disused in the cemetery of boardroom blabber. And if they haven’t yet, they should.

 A project is only as successful as the change embedded by it. A solution that meets 80% of requirements but is 100% embedded is by far a better outcome than a solution that meets 100% of requirements but is only 20% embedded. Implementing change in small to medium organizations or multinational conglomerates should be pursued with the same amount of vigour, conviction and creativity.

Asking people to change the way they function is no easy task, nor should it be viewed as such. The scale may change, but ultimately people are reluctant to change, particularly when they do not see anything wrong with their approach. Often, they will simply ask why? Unfortunately, this is a question that remains unanswered in most failed change management attempts.

Based on my interactions with change management, there are 6 key concepts that should be kept in mind:

  1. Answer the unspoken question first: “Why is this change being made?”
  2. Ensure that everyone is reassured, e.g., “This change is not being made as a result of you, but rather to improve our overall approach.”
  3. Remember that not everyone enjoys change. Make sure the approach taken is creative, innovative and engages all stakeholders. As a business analyst on the ground and interacting with a variety of different stakeholders from different sections of the business, your role may be more important than you realize.  
  4. Involve as many formal and informal influencers as possible. Observe team/group interactions:  there will be indicators of who to engage with.
  5. People will often only do what they are measured on, so to ensure a sustainable change is created, it is important to introduce reasonable measures reflecting target behaviours.
  6. Be patient and communicate. The change cannot be implemented or accepted overnight. Implement regular reminders of why the change is being made, and why each individual involvement is crucial.

Change and the management thereof is a key part of evolution, and without it we will stagnate. Without sufficient change management, people will covertly continue to do as they have always done, or will accept the change with barely contained contempt. Remember, unless shown otherwise, people will prefer to do things as they’ve always done.  After all, “why fix it if it’s not broken?”

Don’t forget to leave your comments below.

Catherine Perks is a London-based business analyst working for BSG (UK). She looks at what make a solution work, including the technical and interpersonal effects of implementing the solution. 

History Repeats Itself, But It Doesn’t Have To!

Written by Paula Bell on . Posted in Articles. 1 Comment on History Repeats Itself, But It Doesn’t Have To!

Why does it take an ‘Act of Congress’ for some organizations to realize that what they are doing is not working? I have been in many industries (media, manufacturing, financial and the judicial system) and no matter what industry I’ve been in, I’ve seen some of the same themes. I’ve come to realize that common sense is not that common and some organizations would prefer, for whatever reason, to continue to do things the same way even though it has been proven that the current way DOES NOT work. So you may ask, “What are some of the common themes that I’ve seen?” Well, I’m here to tell you and I’m sure some of you are experiencing, or have experienced, the same thing. I am not pinpointing any industry over another.

  1. No time for planning – What I have witnessed is that someone comes up with a great project idea; however, no one wants to spend the time needed to effectively plan the initiative and truly understand what the initiative is about. There is an expectation that the idea will go from an idea to a reality in an unrealistic timeline. Someone of influence in the organization has committed to an objective without consulting those that will have to bring this idea to fruition. Then when the project team advises that the timeline is unrealistic as they start to look more into what is being asked for, they are told to make it happen because the promise has already been made. In a lot of these cases, the amount of resources needed to complete the project effectively is under estimated, if even committed, and this means burnout for those few who will have to work on the project.
  2. Choosing solutions before understanding the business needs – Let’s take this one step further. Most organizations have vendors that they have built relationships with over the years. What I have found is that “someone of influence” in the organization has a vested interest in maintaining a certain vendor relationship. This maintenance could be because they are the more cost-effective vendor (this doesn’t mean they have delivered projects successfully by any means), personal relationships that have been established over the years (you rub my back and I’ll rub yours sort of thing) or other reasons. This particular individual has been sold on an idea regarding some additional functionality that the organization can possibly use, conversations occur and the vendor makes commitments without truly understanding what is needed. This “someone of influence” sells how this particular vendor can solve all of the needs of the organization, and since this someone of influence has credibility, they are told to go forward with their suggestion. This project is then funneled down to the project team, who finds out the exact depth of what is being asked of the solution, people start having heart attacks, aneurisms and heart burn because it is determined the system won’t meet the business need. So instead of the requirements driving the solution, the solution is driving the requirements.
  3. Politics – Politics to me equals personal agendas and ulterior motives. I have not come across an industry in which I worked yet that didn’t have some level of politics. We have projects that evolve and people have their stake in the projects, which is to be expected, and that is why we have stakeholders. However, that doesn’t mean bring in your own personal agendas or ulterior motives to bring unnecessary negative energy to the project. Half the time politics is a waste of time. Projects are hard enough so why complicate it with politics? It’s a waste of energy and that energy could be utilized positively to build better solutions opposed to fighting among ourselves and everyone getting so frustrated or focused on the politics that work can’t get done. There are realistic reasons to have hard conversations to build better solutions, but I’ve actually been in elicitation sessions where I have individuals intentionally throwing wrenches into the project process because they may feel they are not getting their way. I’ve seen people trying to save their job so they make things more complicated on the project than it really needs to be. I’ve also seen the business; project team and technology teams point fingers to ensure neither look bad in front of the sponsors. All of this is a waste of energy because no one knows the future, and believe it or not, maybe the way you present yourself in these meetings may save your job if you have a fear of losing it.
  4. Lack of honesty and integrity – People are not stupid. If the project that is being executed is going to eliminate jobs, people tend to figure that out during the requirements elicitation phase. I have had SMEs admit to me that based on the requirements being gathered, they can tell that the system will replace their job. I’m by no means saying you shouldn’t be sensitive to the situation and handle the business partners with care, but I have been[G1]  parts of organizations that just flat out lie to people to ensure they get what is needed for project success (because they have to look good of course) and then these same individuals are kicked to the curb as if they weren’t even valued when the project ends. This also puts those who are part of the project team in a bad and uncomfortable position.
  5. Lack of learning – Every organization that I have been a part of has conducted a ‘lessons learned’ session after the entire project is complete or during project phases along the way. I am convinced that some of these organizations only conduct these to mark a task complete on the project schedule because nothing has changed from the way projects are run going forward.

Despite all of this, I do believe there is still hope and that business analysts are important to this hope. There are some steps we can take to mitigate what is listed above:

  1. Plan upfront – Planning upfront is CRUCIAL to project success. This doesn’t matter if you are using a plan-driven approach (i.e., waterfall) or change-driven approach (i.e., agile); regardless, there needs to be some level of planning. Spend the time upfront to really understand what is needed opposed to doing little work and then realizing two months in that instead of a bread box of a project you have a submarine of a project. Utilize the business analysts in the organization to help with planning upfront. Good business analysts are equipped to do Enterprise Analysis (higher-level statements of the goals, objectives or needs of the enterprise) in addition to Requirements Analysis (statements of the needs of a particular stakeholder or class of stakeholders). Engage the business analyst upfront to have some of those critical conversations opposed to just filling out a template with a high-level scope that is so broad that almost anything can go into it producing your submarine opposed to your bread box.
  2. Don’t jump the gun –- Opposed to choosing solutions due to past relationships or other reasons, again, leverage the business analyst to understand the true business need so the needs drive the solution opposed to the solution driving the requirements, which in turn limits the true needs of the business. I would strongly recommend that leaders of the organization go out onto the floor and meet with those that actually do the work to find out the true pain points they encounter day in and day out. Just because you are a leader, don’t get too disengaged from what is going on within your organization. I know this can be as challenging as schedules, but there is value in staying connected with those who are actually doing the work. If anyone understands the pain of the system or process, it’s the one using the actual system or process, so don’t take that for granted. This is also a great opportunity to leverage the business analyst as well. Maybe have the business analyst do some job shadowing as part of their planning to understand truly what the needs are. This will help leaders make more informed decisions.
  3. Channel positive energy – Let’s take energy away from politics and channel that energy to producing better solutions. There are crucial conversations that may need to take place and hard conversations to be had, but those conversations should occur for the benefit of the project not because of someone’s ulterior motives and personal agendas. When a project is created, the end goal of everyone on the project team should be project success.
  4. Don’t compromise – Character is the very fabric of who we are, and if we lose our character because of dishonesty or lack of integrity then how are we going to gain that credibility needed to become a person of influence, if you are not one yet, or a credible leader to those you lead? Be sensitive to projects that are eliminating jobs as you are impacting someone’s life, but don’t lose your credibility in the process. Fellow business analysts don’t fall into the trap of having to lie to do your job. In all things, be honest and kind. Don’t compromise your character to get your job done because sometimes we are put in that position. Once you compromise that you are compromising the business analysis profession based on perception.[G2] 
  5. Learn from your past – If you are going to do lessons learned then truly learn from them. If anything, to my fellow business analysts, learn what went well and what didn’t go well in requirements gathering and use that as your thermometer for other projects. Everyone on the project team should learn from the past, but if no one else does, business analysts I really encourage you to learn from your mistakes because this makes you a stronger business analyst.

With the themes above, someone of influence is driving the actual theme whether positive or negative. As business analysts, it is imperative we become someone of influence in our organization. This is not going to happen without credibility and proven success on projects, and I will be honest, even with this, sometimes it’s hard to influence due to company structure. However, if you take time to learn your organization’s culture, learn the key players in your organization, establish relationships where you can to start gaining credibility, you will become that someone of influence in the organization. We need more business analysts to be leaders and people of influence in the organization because we have the skill set to promote organizational cultural shifts that will make the organization stronger and better. Changing an organization’s culture can be extremely difficult; look at organizations that had to change from a waterfall methodology to an iterative methodology and the pain that came with that.

And for those business analysts that are consultants/contractors, you have a very important role as well because you can help organizations reach their optimal potential. Though you may be there for a temporary amount of time, you can still have massive impact on the organization as a whole.

Don’t let history repeat itself in your organization because it doesn’t have to. As business analysts, we have come too far to go backwards now. Keep pushing forward and help organizations realize the benefits business analysts bring to the organization.

Don’t forget to leave your comments below.

Paula Bell is a Business Analyst, mentor and coach known for consistently producing exceptional work, providing guidance to aspiring business analysts (including those that just want to sharpen their skills), as well as providing creative and strategic ways to build relationships for successful projects. With 14 years in project roles to include business analyst, requirements manager, technical writer, project manager, developer, test lead and implementation lead, Paula has experience in a variety of industries including media, courts, carpet manufacturing, banking and mortgage. Paula has had the opportunity to speak on a variety of topics to include business analysis, project management, relationship building, diversity and software methodology.

Business Analyst Says: Let’s Pretend We’re Secret Agents

Written by Teri McIntyre on . Posted in Articles. 1 Comment on Business Analyst Says: Let’s Pretend We’re Secret Agents

“Please don’t call me by my real name, it destroys the reality I’m trying to create.”

–Wallace Ritchie, “The Man Who Knew Too Little”

Back in 2009, I presented at an education conference that had as its theme “CIA — The Not Secret1So Secret Service.” All presenters were to incorporate a spy story or approach within their presentations to support the theme. My topic — an introduction to business process mapping — was by request so I welcomed a little extra inspiration to heighten my own interest.

While most people went the route of James Bond or Jason Bourne or the like, I was drawn to a favorite, little-known 1997 movie “The Man Who Knew Too Little.” In this movie, the lead character, Wallace Ritchie (played by Bill Murray), flies to England to spend his birthday with his brother James. James, however, has a business engagement is not too keen to have his brother involved with it. Instead, he signs Wallace up to participate in the “Theatre of Life,” a role-playing exercise that promises to treat the participant as a character in a crime drama.

Things go off the rails early when Wallace answers a phone call intended for a hit man, and he is mistaken for a real spy. Wallace becomes tangled up in a plot to kill Russian and British dignitaries on the eve of the signing of an important peace agreement between the nations. For Wallace it’s all an elaborate act; to the men who want a second World Cold War, Wallace is public enemy number one.

While I found the film entertaining, I also found it informative in respect to how I conceive of my business analyst dealings. I often feel like a secret agent when embarking on a new project or rather a new stage within the “Theatre of Life.” Walking onto a new stage means coming into contact with a new configuration of players, some of whom have been patrons of that particular theatre for many, many, many years. It means entering an evolving story, one that has characters entering and exiting stage left and right, up, down and center. It is our challenge as business analysts to infiltrate this story, flush out the secrets and motivations of the characters, survey the stage for dangers and allies, and ultimately fulfill our mission.

In a nutshell, we are secret agents.

Literature and cinema have schooled us well that all secret agents are governed by two sets of rules of engagement: those laid out by the boss and those learned on the job. I recently re-watched this movie and found myself yet again inspired by its entertaining and informative applications to my business analyst career. So I decided to start sketching out some of the various rules of engagement I have learned thus far on my secret agent missions. Presented here is a sampling of these rules, as identified in collaboration with this particular movie.

Play the role that fits the situation

There is no law that a business analyst must play the same role in every situation. Thank goodness! One key characteristic that separates good business analysts from great ones is the ability to assess a situation and take on the role required. You are always ‘you,’ but sometimes a little play-acting is necessary to get done what needs to get done.

Wallace: You’ve got a great accent, are you from here?

Wear the appropriate uniform

Pretty simple rule — match your attire to the role and to the situation. If you are working in an environment that is t-shirts and jeans, don’t show up in a suit and tie. And vice versa. You are revealing your status as a secret agent otherwise! Respect the situation and it will respect you.

Lori: Do you think I look silly in this outfit? I could take it off if you like.

Always carry the right tools

You need a solid set of tools for whenever you enter a new stage. Be selective with what you choose to put in your toolbox; you can always pick up other items along the way. I always have a white board pen, a little squeezeable toy and a rotation of three favorite necklaces. These items become my indispensible project assets. The pen lets me draw/write things down almost everywhere (all you need is a glass surface), the toy helps me alleviate frustration and the necklaces, well, just make me feel good.

Wallace: Conveniently found a mallet outside but I’m gonna swap it for this one, ok?

Never give up on you

Being a business analyst is hard, dirty, exhausting work. Don’t try to tell me anything different; I know of what I speak. Expect some bruises, some scarring on your missions. But don’t just give up when things get tough. Giving up on yourself is to allow external forces to become more powerful than your own will. Draw on your strengths even more readily to push through the negative, and remain confident that you can achieve success no matter the obstacles being faced.

Wallace: Hang on Bill, clench your buttocks.

Stand by your principles

Adapt to the situation but do not adopt it. Be authentic. Do what is right and not what you are told is right. Comprising your principles is akin to sacrificing your arm. You risk the quality level of your produced work and of not being seen as standing for anything.

Wallace: And I want a stairmaster, I want a juice master, I want a thigh master, and I want a butt master. And if you can’t give it to me, then I’m going back to Des Moines.

Don’t get boxed in

Believe it or not, you are paid to be creative, to think outside the box, to even blow up the box if need be! Being analytical does not mean following every prescribed rule or template out there. It means learning from these entities and assessing how best to apply them to the box so that you can do your absolute best. There may not be an ideal solution for any given situation; you need to be innovative and individualistic and creative enough to when/where/how to deploy your skills to the greatest effect.

Wallace: It’s for allergies — actually, it’s a powerful agent that sharpens my senses, yet deadens my emotions.

Know what works

Textbooks, training courses, templates, etc., are great starting points when embarking on a new mission, but that is all they are: starting points. Don’t be brainwashed into believing that there is a single right way of doing anything or that the same approach is applicable to every situation. Wrong! Learn the methodology and methods but always assess each unique situation to determine what will work and won’t work.

Wallace: They pay all your expenses, you’re licensed to kill, but there’s a downside. Torture.

Secret2

Take the shot

You will encounter people who throw roadblocks your way occasionally; accept this. But if the roadblocks are not constructive or serve to satisfy individual agendas or hamper your work in any way, be direct as to the potential damage the blocks may be inflicting on the project. Be as polite as possible, but don’t be afraid to exercise some strategic confrontation in order to set up the tactical shots.

Wallace: Yo matey, you just stabbed me with your pen.

Question those in charge

In theory, a business analyst needs to question everyone and everything. What often happens though is that access to the higher end of reporting channels is blocked from your reach. Don’t accept this if you know or even suspect that the answers you seek are behind that block. You need to get at agendas and biases earlier rather than later. Continuously seek more answers for your questions rather than settle for the ones received.

Wallace: Time out. Uh, I hate to break out of character, but, you cannot shout into a person’s ear. It does damage. The spitting I don’t mind…

Team does so have an “I”

Yes, yes it does. Being on a team does not negate your individuality, nor does expressing your individuality within a team equate to being an egoist. You still need to look after you; it is just that now you need to figure out a way to translate that need constructively into the team narrative. You have uniqueness, a distinctiveness that should not be stripped or hidden away in the name of achieving a false ideal of what it means to be part of a “team.” It should be privileged, maybe even exploited a little.

Wallace: Well what about our story? Are we just a doomed couple, do we have to be Bonnie and Clyde? Can it be like The Getaway, couldn’t it be like that?

Have a signature drink

Or dessert. I much prefer the idea of a signature dessert.

Now your turn: what secret agent rules have you discovered through your missions?

Don’t forget to leave your comments below.

Teri A McIntyre, MA, CBAP, is a principal at Charann Consulting, providing business analysis and project management services to public and private industry. She is a Libra/Tiger, which scares and pleases her and her clients simultaneously. She adores analytical work and getting in front of the clients but rebels against putting a pre-conceived box around how such activities should be completed. Personal philosophy: “Why should a painter paint if he is not transformed by his own painting? – Michel Foucault


“Why?” Versus “Why Not?”

Written by Paula Bell on . Posted in Articles.

I am a huge supporter of social network sites and I tend to browse Facebook, LinkedIn and Twitter daily.  Okay, I will admit multiple times daily.  One day I found that my husband posted an interesting status on Facebook and it made me think of how these two simple questions can produce different results based on the situations.  My husband’s quote is as follows: “We can ask the question “Why?” or think of how to make it happen and say “Why not?”

Now, if you take this status and think of everyday life as far as career or dreams you want to accomplish you can interpret this as overcoming obstacles by asking “Why not” and the motivation to make things happen.  Where asking the question “Why” could potentially make you second guess your dream or goal all together.  My husband is a HUGE dreamer and I appreciate and love that about him because he sets his mind on a goal and figures out a way to achieve it, but when I started to think about this question from a business analyst perspective, I would prefer to ask “Why?” and not the “Why Not?” 

How many times as a business analyst have you made things happen due to deadlines set for you or expectations set where you didn’t have control.  So what did you do?   You made it happen and because you made it happen it became precedence that if you can do it once you can do it again and again and again.  It’s when we ask that question, “Why” that you truly get the answers to the end goal. 

It’s important that when we, as business analysts, go into requirement sessions that we truly understand the following:

  1. The purpose of the project.  “Why are we doing this?”  It’s amazing how many times I have been assigned a project but no one really understands WHY we are doing the project.  Someone just had a great idea and for some reason someone believed it should have been a project.  In actuality it shouldn’t have been a project to begin with because all there is, is an idea, not a vision or organizational strategic reason to do the project.
  2. The stakeholders: “Why are you here and what stake do you have in this project?” – It’s very important to ensure you understand all the players, the roles of the players and the responsibilities of those players.  If there are people there to just be there, then you need to find out, WHY they are there.  What do they want to get out this project?  If they don’t know and you don’t know then there is a problem. More investigation is needed.  The stakeholders should have a stake in the project.
  3. Requirements Management Plan – “Why are you taking this approach?” – It’s very important to have a plan on how you will gather requirements and the plan should make sense for that project.  Some things to consider is what type of methodology you will use, what type of documentation will be completed and how the resource’s time will be spent for requirements elicitation to name a few.  If you don’t know why you are taking the approach then maybe you should reevaluate it.
  4. Documentation – “Why are we using this documentation?” – There have been many conversations in the industry lately about templates.  “What template should I use?” is a question I hear quite often.  It’s not about the template but more about what adds value to convey the message to the audiences which will consume the information.  If the template or artifact does not add value then you need to ask “Why are you using it?”  Our job as business analysts is not to fill out templates but to create documentation that will add value to the project.
  5. Solution – “Why are we selecting this solution?” – No one understands the requirements better than the person who wrote them.  As business analysts we spend a lot of time with our business partners and we have to ensure that we communicate their needs effectively for the developers (providing it is a software development project) to develop the needs of the business.  Though the requirement may be met not exactly the way it was communicated because there was a better way to meet the requirement through the design that is being created, as business analyst we have to ensure that the solution is truly meeting the business need and the solution is not driving the requirements.  I’ve been in situations where a solution was picked ahead of time.  That led to the solution driving the requirements because no one really took the time to understand the business need prior to selecting a solution.  This is another article for another time.  J

These are by no means all of the “Why?” questions one could potentially ask as a business analyst but it is interesting to see how the same question, depending on the audience, can render a different outcome.  For career development or fulfilling your life dreams asking “Why Not?” may be the best question to ask because that gives you the motivation to make it happen as my husband said.  However, when you ask that same question when you are doing business analysis it may not be always be the best to say, “Let’s Just Make it Happen” because that may render very different results such as:

  1. Setting a precedence on making things happen with unrealistic expectations upfront
  2. Not truly understanding the business needs because you truly didn’t dig deep enough during elicitation
  3. Not producing the most effective solution you could have

Take the time to ask “Why?” and figure out what the real business need is, it will give you, the business partners you are supporting and your technical partners less heartburn.

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