Tag: Team

5 Ways a Good BA/Developer Relationship is Essential for Project Success

Written by Maya Linden on August 31, 2022. Posted in Articles.

Skillful relationship development and management is number one in the toolbox of successful Business Analyst. But one of the most important relationships a BA needs to cultivate for positive project outcomes is that with Developers.

Depending on project management methodology employed, the ease of managing this relationship can differ. For example, an Agile framework can enhance communication between BA and developer, whereas Waterfall could make it more difficult. However, with careful planning and conduct, the following approaches can ensure the BA/Developer relationship is highly functioning and at its most productive under any circumstance.

Provide clear and detailed requirements

To make the Developer relationship ultimately functional, BAs must provide clear and concise requirements to the Developer to prevent potentially project-damaging assumptions.

Concise is the important consideration here, because while requirements must be as complete as possible to make the project run quickly and efficiently, don’t mistake excessive detail and unnecessary documentation for detail. These will have the opposite effect.

To determine strategically what information to provide to the Developer, focus on their points of interest such as data elements and sources. Using your experience from previous projects, you should try to provide information that anticipates and answers the questions the Developer might have during the course of the project.

Get to know the workflow

It goes without saying that to ensure relevant and timely communication with Developers, BAs need a clear understanding of the workflow for each project. But they should also make an effort to understand the corresponding development timeline, processes and tools.

This technical understanding will enable relevant communication of requirements to the Developer in a way that aligns with their established workflow and will be most useful to them for creating an efficient delivery schedule.

Dedicate time to documentation

By providing essential analysis documentation to Developers, BAs can expedite project delivery by reducing potential ambiguity and assumptions regarding requirements and expectations.

At minimum, documents applicable to any project should include detailed data modelling to ensure product delivered meets stakeholder expectations; acceptance criteria to facilitate successful testing and output; and a roles and permissions matrix for all stakeholders to enable efficient development process and analysis.

Explore the unstated

To aid the development process and support a positive Developer relationship, it’s important that BAs bring to light any implicit project requirements and provide these in detail to the Developer.

Project proposals usually include the stakeholder’s explicit requirements, but must be analyzed deeply for insight into what other requirement have not been included but are nevertheless essential for project success.

By developing a 360° outline of all potential requirements or Developers, BAs can usually prevent assumptions and therefore disappointing product output.

Contribute to QA

To build a successful relationship with the Developer, BAs should focus on supporting the Quality Assurance project phase.

During the QA phase, BAs should use their expertise and insider knowledge of business processes and solution expectations to determine potential bugs and defects early. By doing this, they can offer Developers feedback on identified risks often and early to ensure User Acceptance Testing processes are more efficient – and ultimately safeguard against delivery delays and project failure.

Just because you are in the minority doesn’t mean you are wrong!

Written by Helen Simmonds on August 3, 2022. Posted in Articles.

Speak to any group of BAs, and they will empathize with the frustrations of a familiar experience: you have spotted a potential problem on the horizon, but you’re struggling to convince teammates and stakeholders that it needs addressing (or even that it exists at all). Argh! So why don’t people believe us, and how can we help them see what we see?

The unique BA perspective

Even if you work collaboratively with a range of stakeholders, the nature of the BA role makes you something of a solo operator. You are often the only one of your kind assigned to a multi-disciplinary project team, and – while you will be consulting widely with others – the analysis input of your role comes from you alone. Working at the interface of many sources of information puts you in a unique position to see things others can’t. It is both a blessing and a curse: while you can add value by making inferences and drawing conclusions that aren’t obvious to the folks on the ground, your insights are not always readily received when those folks are preoccupied with other lines of endeavor. You want to share your findings to help improve outcomes; they want to get on with their work without the BA derailing it. You may not be a specialist in their area, so why should they believe you?

The best of times

If you have good working relationships with your team or stakeholders, a carefully timed question or constructive conversation is all you need. Project professionals are often keen problem-solvers like you. If you need to spend more time unpacking each other’s points of view, you can resolve most queries amicably with a chat around a whiteboard. Be mindful that specialists won’t necessarily welcome direct challenge from a non-specialist: in these situations, you may find it beneficial to cast yourself in the ‘apprentice’ role. Ask your specialists to help you, the interested non-specialist, understand the matter at hand by walking you through an explanation; you can then cannily insert your leading questions at the appropriate point. You may, of course, have misinterpreted something and be flat-out wrong – so be prepared for that eventuality!

The worst of times

Sometimes, however, that initial conversation doesn’t cut it. You’re still sure that you’re on to something – the discussions haven’t disproven your theories – but you cannot get others to consider, let alone understand, your way of thinking. You feel like the prophetess Cassandra of Troy from Greek mythology: fated to see the future and obliged to speak the truth, yet never to be believed. So what’s a BA to do – why isn’t the message getting through?

Understand the problem

As with any analysis, the key is to identify the root cause of the issue. It’s easy to take it personally when your concerns are dismissed without consideration but don’t automatically assume malice. There are lots of reasons why people may not be responding as expected:

You might not have communicated your ideas as clearly as you thought.
You communicated clearly but caught them on a bad day.
People with other viewpoints outrank or outnumber you – people tend to be swayed by power or a majority.
They might not feel secure in what they are doing and don’t want to be challenged by any ideas that could throw things off balance.
They may lack the contextual knowledge or technical aptitude to understand your ideas.
They have different priorities (or different agendas!).
You might not be their ‘preferred sender’.

The last point can be incredibly frustrating. Sometimes, despite you doing absolutely everything else right, you are just not the person to whom your audience is willing to listen.

Formulate your plan

Once you’ve figured out what’s going on, it’s time to get a communication action plan together.

Identify your target person or people.

To achieve your desired outcomes, who do you need to persuade to consider your point of view? Sometimes, this isn’t the person you think of first. Is there another individual whose voice is more likely to carry weight with your ultimate target? If so, it may be better to channel your energy into helping this individual understand your concerns and letting the message travel forward via them instead.

Curate your materials and your messaging.

Cut the waffle: what are the key points you need to communicate? And how are you positioning your message? If the presentation format you’ve used so far hasn’t worked, try something new: can you package things up differently? People often respond favorably to visual material if it helps them get to grips with something less familiar. Sometimes a diagram can make all the difference.

Build your coalition.

Are there others who understand your perspective and could help influence the conversation with your target person or people? More people saying the same thing can add credibility to your message through endorsement and weight of numbers.

Pick your moment.
Timing is everything. Your message is unlikely to land well if you try to share your thoughts in the middle of an unrelated but all-consuming disaster, for example! Aim to create appropriate time and space for a calm, focused discussion.

Be prepared to play the long game.

It may take several attempts to land your ideas, particularly if you have had to involve other people to help deliver your message. Consider the overall impact of your interventions on your target person or people. How will the sequence of interactions be experienced from their point of view?

Once you have the above in place, you can initiate your plan. Good luck!

Know when to hold and when to fold

One of the more difficult things to accept as a BA is that things don’t always go how you think they should, even if you have the truth on your side. It’s a great feeling when your suggestions are recognized, valued, and help shape the work to come, but it’s equally likely that you will hear: ‘Yes, I understand what you are saying, but we have to do it X way because of Y.’ Don’t feel disheartened if this happens to you. If you have managed to get people to understand your point, no matter the eventual outcome, you have done your job. You have identified a potential issue, surfaced it for consideration by the appropriate stakeholders, and enabled an informed decision to be made in consequence. There is one less unknown in the project landscape; it’s time to let that point rest. Onward to the next challenge!

Constructive Conflict Is Better Than False Agreement

Written by Adrian Reed on July 21, 2022. Posted in Articles.

Over a decade ago, I was in a workshop with a range of different stakeholders.

Everything seemed to be going well, and people seemed to be agreeing and we were even running ahead of the meeting schedule. Around halfway through the meeting a particular issue was being discussed, a conclusion was going to be drawn and a stakeholder interjected strongly and firmly with two powerful words. They simply said:

“I disagree”

I remember being taken aback by the bluntness. I live in the UK and our communication style is somewhat indirect most of the time. It’s far more normal to say “Hmmm, interesting idea, or what about…?” which is code for “That’s a crazy idea”. Or often the temptation might be to revert to the ultimate British stereotype and apologize “Sorry to be a pain here, but I’m not sure I entirely agree”. I’m sure British culture is not the only one that has such indirect nuance.

The reason I remember this meeting so vividly, even more than a decade ago is that those two words initially made people visibly uncomfortable. Someone was breaking the consensus; they were “creating conflict”. Yet that wasn’t the intention, and of course they didn’t just say that, the stakeholder went on to explain the source of their disagreement, and what they proposed instead. Thirty seconds later (once the stakeholder had explained themselves) any feeling of discomfort gently dispersed. What’s more, other attendees of the meeting started to question things, interject and show disagreement. One stakeholder questioning a decision had the apparent result in creating perceived permission for others to do so. And you know what? I am convinced that the output of that meeting was better as a result.

Don’t Let Conflict Fester

Many of us have been taught to consider conflict as bad and consensus as good. I suppose that is true in an ideal case, but if you’re working on any kind of large scale change how realistic is it that every stakeholder is really going to be ‘on the same page’ and in total agreement? If a government implements a new type of tax and requires businesses to submit more information, there’s unlikely to be a standing ovation from business owners. Yet that doesn’t mean that their input isn’t valuable—I would go as far as saying it’s essential!

Our fixation with consensus can lead to a situation where we achieve illusory agreement, a veneer of satisfaction. Dissenting voices get marginalized, as they’ll never agree (so why spend too much time asking them?). We carefully facilitate meetings so that there aren’t big disruptive arguments, as we’re desperate to hit all of the aggressive (sorry ‘ambitious’) project deadlines. Yet this dangerous glossy veneer is very quickly broken when people start to interact with the product or service that we deliver. All we’ve done is defer the conflict to an even less convenient time, often a time when there’s so much political capital riding on the ‘solution’ that’s been designed that there’s no appetite to change it.

Cultivating Constructive Disagreement

As business analysts, we can help avoid these situations. We have the opportunity to create space for constructive and respectful conflict, and we should certainly avoid us or others sidelining people just because they have contradictory views. In our analysis activities we should encourage constructive and respectful disagreement.

Taking an example, when setting up a workshop we have the perfect opportunity for creating the opportunity for a robust and respectful discussion. We can lay down an appropriate set of ground rules that allow for differences of opinions to surface. I’ve found myself opening workshops saying things such as:

“This is a controversial topic, and there are bound to be some differences of opinion. That’s to be expected. With that in mind please do speak up at any time and add your view, but please do be prepared to elaborate on it. Keep in mind I’ll be facilitating fiercely but fairly—and there might be times when I need to ‘park’ your item for later discussion. It absolutely won’t be lost, we will come back to it, but please don’t be offended if I need to do that.”

When we facilitate, we can actively prompt, asking questions such as:

“We seem to have complete agreement here; are there any contradictory thoughts. What have we missed?”

Ensuring that stakeholders have the ‘air time’, and ensuring that the most bombastic attendees don’t steal the limelight is crucial. Using a range of tools and techniques in the workshop to consider not only what we want but also what could go wrong can be useful too. Even just asking a question such as “That seemed too simple, might we have missed something?” can help.

Most of all, cultural nuances aside, we shouldn’t be afraid of the concise clarity of an expression such as “I disagree”. When someone says it they provide us with a gift, an opportunity to better understand them.

Doing Better Brainstorming: A Business Analyst’s Guide

Written by Noah Rue on June 30, 2022. Posted in Articles.

Instead of a “go with the flow” approach to brainstorming sessions, arm yourself and your team with brainstorming best practices guaranteed to give you results. Business analysts must learn to be intentional in their brainstorming to generate worthwhile, actionable ideas consistently.

Here’s how to lead more productive brainstorming sessions.

Take Care of the Logistics

First, you must take care of the brainstorming session logistics. Sometimes, spontaneous brainstorming sessions are necessary, but they should be few and far between. Instead, you should walk into most of your meetings with a plan.

Determine how long your session is going to last and where you’re going to hold it. Decide who is going to attend. Name your notetaker, facilitator, and timekeeper. Create an agenda or outline to distribute. And be sure everyone has access to and knows how to use the tech tools you’ll be using.

Also, come to every session with a clear purpose.

Come to Every Session With a Purpose

One of the worst things you can do in a brainstorming session is go into it without a clear goal or objective. Instead of developing solutions to problems or tangible ideas, you’ll have a lot of random conversation that ultimately goes nowhere.

Every time your team comes together to brainstorm, there should be a straightforward goal you’re trying to achieve. For example, are you trying to solve a problem? Do you want to determine the next steps at a project’s checkpoint? Are you there to mull over a new direction?

Make your purpose clear to the team, and let that purpose lead your brainstorming session.

Consider the Personalities in Attendance

It’s also wise to consider the personalities of the people you’ve invited to the brainstorming session. How you approach brainstorming with a group of extroverts will be different than how you facilitate brainstorming with a mixed crowd or one made up of reserved individuals.

Equally important is your personality and how you can use your strengths to facilitate a successful session. For instance, let’s say you’re introverted. Introverts are typically laid back and quiet, but can absolutely still be successful team leaders. So, play to your strengths.

Write your main speaking points down on paper so you don’t forget them. Use your exceptional listening skills to absorb everything thrown out in your session. Find opportunities to connect with people one-on-one and empower them.

Encourage Everyone to Participate

Considering everyone’s personality is also a good idea because you can make the brainstorming session more welcoming for each person when you know how they operate. And that, in turn, furthers your effort to encourage everyone to participate.

Set ground rules for brainstorming. It should be a no-judgment zone. Welcome every idea regardless of how crazy or out of the box it may seem. Allow everyone to express their creativity and experiences.

Moreover, everyone should have an opportunity to share. When someone starts dominating the conversation, politely interrupt them and ask others to contribute. You could even use a timer to ensure each person has equal time to express themselves.

Experiment With Tried-and-True Brainstorming Methods

Experimenting with different brainstorming methods can get the creative juices flowing for your team too. There are many tried and true brainstorming strategies to sift through until you find one or a combination that works for the individuals in your session.

Mind-mapping is one brainstorming method to try. You start with a main idea and generate sub-topics surrounding that central subject. Then, you come up with smaller ideas around those sub-topics. Finally, connect your ideas with lines, and you’ve got a mind map.

It’s an incredibly flexible brainstorming technique that allows for a surplus of creativity and idea generation in your session.

Here are a few other brainstorming methods to try:

Modified design sprint
Brainwriting
Stepladder technique
Round-robin brainstorming
Rapid ideation
5 whys analysis

Leave Each Session With an Action Plan

Many people deem brainstorming sessions ineffective because nothing comes out of them. In other words, teams are leaving meetings without an action plan. So, all of the ideas generated in these sessions live out the rest of their days in a file on your computer instead of in the real world.

Each idea or solution your team voted to move forward with in your brainstorming session should be accompanied by an action plan. You, your notetaker, or facilitator can take the lead on creating this action plan.

Document next steps and assign someone to each step. Put a deadline on each step and when you want the action plan completed in its entirety. And don’t forget to follow up on each action plan to ensure it gets done.

Conclusion

Business analysts need brainstorming to excel in their roles. If your sessions have been less than productive so far, use the tips above to elevate them and come out with real results.

Establish Your BA Practice from Scratch

Written by Lawrence Dong on June 15, 2022. Posted in Articles.

I have had the opportunity to establish BA practice within an organization a few times. After first time doing BA practice establishment, I have summarized a toolkit for myself, which in turn helped me setting up BA practice more consistently and effectively. If you are looking to set up your own BA practice, regardless of the organization that you work at, I believe you can benefit from this industry-agnostic BA Practice framework.

Element 1: Streamlined Onboarding

Well began is half done. Onboarding starts when offer is accepted. Trigger IT equipment and system access provision process as early as practical. Consider including any additional productivity equipment, such an as additional monitor, in the IT equipment provision.

The week before new joiner commencement, give them a call to understand their need, questions or concerns regarding onboarding. A phone call, although old-school, will give the new employee a good human-to-human style start. On or prior to day 1, send out all business unit wide email to announce the new starter.

Schedule one-on-one “causal catch up” at the start time on day 1, and project introduction meetings right after, to make new starter feel welcome and cared into new environment.

Make sure you do everything above in a remote-friendly way. Remote working is here to stay.

Element 2: 90-Days Action Plan

If you fail to plan, you plan to fail. Planning is always the best quality assurance. Set up a 90-day plan with the employee and you both stick to it. Focus on both performance and professional development. Regularly review progress with your new starter.

Element 3: Scheduled Communications

“A manager in need is a manager indeed.” (by Lawrence Dong). To avoid the situation that you are too busy to attend to your employees’ needs, schedule communications in advance so that you will have time for this important matter. Apart from the performance review conversations, the most obvious communications opportunities include:

Manager/Employee 1:1
Regular team meetings

Set them up in an appropriate and recurring way.

Element 4: BA Skill Matrix and Career Levelling

Business Analyst, like most other jobs, can and should be measured at work. For all the right reasons, it is critical to provide a fair and equal path to everyone. In order to give a chance to everyone’s career progression, it is fundamental for the manager to acknowledge the existence of different career levels and skill levels among their employees.

An example of career levelling could be:

Junior BA
Intermediate BA
Senior BA
Lead BA
Etc.

And an example of skill matrix could be:

Requirements gathering (1 out of 3)
Process mapping (2 out of 3)
Stakeholder management (3 out of 3)
Etc.

It is worthwhile to mention that the entry criteria of a particular career level may consist of more than skills and deliverables. Behaviors and collaboration are equally important, if not more.

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Element 5: Templates and Processes

Consistency is key to high quality customer experience. With BA templates and processes put in place, effectively there is less room for confusion in “what should be delivered and how”. Just make them easily accessible to the team.

Element 6: BA Services Catalogue

Business analysis work is sometimes dynamic and self-evolving. From a SDLC perspective, BA’s may benefit more than other from a well-defined BA Services Catalogue, whenever there are questions about the boundary of their roles and responsibilities.

Element 7: Knowledge Sharing

Sharing is caring. A regular knowledge sharing forum is a great addition to the regular team meetings, where team members can have the podium and be empowered. When a team member feels empowered, they will be more creative, and everyone involved will feel the positive chemistry.

Element 8: Coaching and Mentoring

“Coaching” and “mentoring” look similar, but a lot of people understand the obvious difference. Coaching is quite performance driven and short-term based, while mentoring is more development driven and long-term aimed. What’s subtle is that mentoring requires a none conflict of interest communication, which means people managers are least appropriate mentors to their direct reports. However, a great support people managers can to is to encourage and even help their employees find a good mentor.

Element 9: Training and Education

It is somehow a “moral contract” between permanent employees (and the likes) and the employer that training and education will be made available when and if required.

Therefore, it is the manager’s role to identify the required training and education opportunities that will strengthen the skills of individual employees.

I hope you have got some inspirations now to use the industry-agnostic BA Practice framework to guide your future team and capability management. If you demonstrate commitment to your employees by building a mutually beneficial BA Practice, consistency will be created, and employee engagement will be elevated. Win-win.