Edition 7_May_2016

THE ESC BUSINESS ANALYST NETWORK! WHERE PASSION MEETS PERFORMANCEBA FORUMMAY2016|ISSUE07 PAGE 20BUSINESS PAGE 40REQUIREMENTSMatrix template EXCLUSIVE!WHAT'S HOT HOW TO PERFORM A STAKEHOLDER ANALYSISTrending inAnalysis7 C'Sof consulting

C O N T E N T SMAGAZINE 4 8 10The Seven C's of BA SPOTLIGHT: EXCLUSIVE: Performing Theran Naicker a Stakeholder Analysis Consulting 8 3The Importance of Stakeholder Analysis Editor's Note: The BA and the Eagle Exclusive look at the importance of 4-6 performing a stakeholder analysis in a The SEVEN C'S OF CONSULTING Richard provides us a summary of project. Michael Hope's Seven guidelines for Consulting 8-9 BA SPOTLIGHT We get to know Theran Naicker a little better 10-11 EXCLUSIVE Performing a Stakeholder Analysis 12-13 WHAT'S HOT IN ANALYSIS We look at seven things trending in business analysis at the moment 14 SHAREPOINT: BA RESOURCES by Alexander Wyeth 45 UPCOMING BA DISCUSSIONS More about what we've been discussing 16 CONTACT US BA Forum| Issue 7 | page- 2

EDITORS NOTE With Laverne Petersen 1. Eagles Have VisionThe eagle is a very attentive bird, its bodyremains still as the head will be tilted side toside to detect what is happening below,around and above it.Their eyes are specially designed for longdistance focus and clarity. Business analystsmust have a vision that guides and the teamtowards the organization's or project goals.The vision must be focused. A focused visionwill produce big results. 2. Eagles are fearlessAn eagle will never surrender to the size orstrength of its prey. It will always give a fight towin its prey or regain its territory. Successfulbusiness analysts are fearless. They faceproblems head on.3. Eagles are TenaciousWatch an eagle when a storm comes. When \"THE BA & THE EAGLE\"other birds fly away from the storm with fear,an eagle spreads its mighty wings and uses the Welcome to our newest issue of the BA Forum! It has been a while sincecurrent to soar to greater heights. The eagle our last publication and since then we have decided to have this documenttakes advantage of the very storm that lesser every quarter. Included in this edition we look at a number of theoreticalbirds fear and head for cover. Business and practical guides to help you advance as a business analyst. Recentlyanalysts must adapt to the project challenges joining one of the projects has exposed me to the fears one faces whenand must always be ready with an emergent grappling with business analysis as a newbie.strategy. A few days ago I visited the Eagle Park in Stellenbosch and I think there are 4. Eagles are High Flyers seven characteristics of an eagle that are qualified to successful business analysis, or at least this is the kind of characteristics I’d like to have as aEagles can fly up to an altitude of 10,000 feet, business analyst:but they are able to swiftly land on theground. At 10, 000 feet, you will never find 6. Eagles possess 7. Eagles Nurture theiranother bird. If you find another bird, it has to Vitality younger onesbe an eagle. Great business analysts areproblem solvers. They don't complain like the Eagles know when to re-energize Research has shown that no memberpigeons do. They love to take challenges as themselves. It retreats to a of the bird family is more gentle andthe eagle does when the storm comes. mountaintop and over a five month attentive to its young ones than the period and goes through a eagles. When the mother eagle sees 5. Eagles Never Eat Dead metamorphosis. It knocks off its that time has come for it to teach the Meat own beak by banging it against a eaglets to fly, she gathers an eaglet rock, plucks out its talons and then onto her back, and spreading herAn eagle never eats dead meat. In other feathers. Each stage produces a re- wings, flies high. Suddenly she swoopswords, an eagle does not scavenge. It only growth of the removed body parts, out from under the eaglet and allows iteats the meat from the prey it kills itself. allowing the eagle to live for to fall. As it falls, it gradually learns whatEagles eat raw and fresh meat. A good another 30 - 40 years. Great its wings are for until the motherbusiness analyst spends time with people who business analysts are the ones that catches it once again. Visionaryare vibrant and liberal in thinking. You have to always do a \"check and balance “of business analysts are ambassadors ofbe with people who can think, make informed their project success and failures, coaching and mentorship and aredecisions and take actions. and make an effort to learn from always developing others; they them. understand the concept of keeping thisAdapted from Nairaland.com | Eagle Lessons project role alive. BA Forum| Issue 7 | page- 3

BOOKISH FEATURETHE 7 C'S OF CONSULTINGThis article is just a summary of the Seven C’s of Consulting, by Richard Frtizbased on a book by Mike Hope (I should like to add that after“Seven Habits of Highly Effective People” by Stephen Covey,I think I hit about another Seven book which I really liked)which one of my colleague recommended.There are many schools of thought 1. Client- Getting it Right from the Start 2. Clarify – Understanding the Real Issues on consulting success – ranging from following of rigid “Trade is a social Act”. “The wise man doesn’t give the right methodologies, templates to the answers; he poses the right questions.” other extreme of letting the • Orientation – Viewing the problem as the consultant on the job doing it in Client sees it (including their perception) • Diagnosis – Gathering information that their own individual style. • Desired Outcome – Bringing clarity of the will determine the real sources of the issue desired outcome (the real value and not just an and not just the symptoms What this book offers is a 7C model end-state) • Shadow – Getting a clear appreciation – client, clarify, create, change, • Change Ladder – Removing the fog from of the unspoken activities affecting the confirm, continue, close – that the problem by focusing on where change may situation serves as a framework for handling be required • Culture – Understanding the deep consulting assignment. In addition • Situation Viability – Studying if the issue cultural factors that might affect the change to providing a professional touch to can be successfully resolved and see if the • System Construction – Understanding the consultant, it also includes timing is right for change the structural make-up of the system client in its approach aimed at • Decision Makers – Having a clear picture • Stakeholders – Getting a clear map bringing out the real problems (and of the decision makers who can influence the that indicates who can influence the not just perceptions) and the long initial stages of contract development outcome of the change term solutions. Each of these 7C’s • Ethos – Considering if the changes will be • Life-cycle risk – Determining the in-turn has seven steps – so this is coercive or participative in Nature extent to which known and unknown factors really about “49 steps to • Contract – Establishing a contract that will have an impact Consulting” – making it really sets out a framework for action and • Feedback – Establishing clarity on how comprehensive. measurement the client and the organisation wishes to be informed of the progress BA Forum| Issue 7 | page- 4

“Not everything that can be counted counts, and not everything that counts can be counted - Albert Einstein.”An interesting interview with the author of the book is available athttp://www.managementconsultingnews.com/interviews/cope_interview.php BA Forum| Issue 7 | page- 5

3. Create – Developing a Deliverable 5. Confirm – Measuring the Change 7. Close – Signing Off with StyleSolution “Not everything that can be counted “This is not the end. It is not even the beginning“Imagination is intelligence having fun.” counts, and not everything that counts of the end; but it is perhaps the end of the can be counted -Albert Einstein.” beginning. -Winston Churchill”• Managed Creativity – Ensuring that • Responsible – Agreeing upon who • Clients view – Listening and taking timeany creative solutions can actually be will own and manage the measurement to understand the client perception over thedelivered. total life cycle of change• Creative Blockage – Understanding processthe potential creative blockages for my • Outcome Review – Pulling together dataclient. • Timing – Deciding when the• Scanning – Finding solutions in the measurement will take place (without and gauging the success of the Programmework others have done or doing (not trying which early results – which may not be • Learning – Help the client to considerto re-invent the wheel) true indicators – are taken to measure what has been learned over and above the• Storyboard – Underlining a clear planned outcomesprocess for deciding on the final solution. success)• Resources – Mapping the resources to • Design – Identifying the qualitative • Added Value – Checking if there is clearthe potential solutions to ensure that the indication of a tangible improvement to theoptions are viable and quantitative measures and• Stream Owners – Identifying clear establishing the relationship between operational or commercial viability of theowners for the solution and verifying that organisationthey have the capability and desire to own these measures.them • Depth – Determining if extrinsic • Build – Investigate what opportunities• Positics – “Positive application of measurement be used or to deal with exist for future workPolitics!”. Considering if it is possible to • Re–engage – In this closing stage, thereredirect some of the selfish energy of intrinsic issues such as motivation,internal politics and turn the negative are multiple options to re-engage with theaspects into worthy ones. attitude and beliefs client. Key ones are re-engage and modify (if4. Change – Working to Make Things • Data map – ControllingHappen measurement activities to ensure that parts of the process has failed), re-engage and an integrated approach is taken in the extend, close and exit (with a feel-good“Consider how hard it is to change yourself clarification stage (and not a deluge of factor), close and start a new engagement (anand you’ll understand what little chance you ideal outcome).have of trying to change others. -Jacob M. data)Braude” • Exit – Ensuring that unnecessary levels • Consulting Performance –• Methodology -Understanding the ethos of dependence have gone from all sides of theand approach of how the change will be Gathering quick specific and detailedmanaged relationship• Energy – Appreciating of where the feedback of consultant (self)change energy will come from, and how it willbe decapitated across the different stake performance from the clientholders• Engage – Engaging the people to be • Costs – Having a clear view of the \"Anyone whoinvolved in the transformation process at a impact cost will have on the different has donepersonal and emotional level. measurement processes• Entry – Identifying the best level of entry consulting –to make the long-lasting transformation on 6. Continue – Make Sure that the Solution Sticks short term orthe change ladder long term –• System Dynamics – Expecting how the “Many receive advice, few profit by it. -Publilius would havesystem would react to the proposed change Syrus”• Uncertainty – Make the plan flexible at someenough to operate in a dynamic and complex • Sustainability – Planning to ensure that the stageworld (predictability and stability are false change is sustained and ensure slippage doesn’t experiencedidols!) occur after the transformation project has been that they are• Resistance – Accepting resistance to closed expected tochange as expected and working towards • Language – Determining the extent of the do nothingminimizing the resistance to the proposed change by observing the shift in the client orchanges consumer language less than • Gravity – Ensuring that the weight and magic.\" structure and bureaucracy of the organisation doesn’t take away from the transformation • Flow – Gaining from change projects by way of learning and reflecting (equally important as the end delivery) • Knowledge Transfer – Transferring the knowledge and competencies so that they remain in the business • Knowledge Management – Working towards making knowledge created as part of the change be embodied as a tangible asset to the business • Diffusion Channels – Analyzing the client’s capability to physically diffuse new ideas through BA Forum| Issue 7 | page- 6 various channels

TECHNOLOGYYour careeris yourbusiness.It's time tomanage it asa CEO.Dorit Sher | September 5, 2012 BA Forum| Issue 7 | page- 7

BASPOTLIGHT28BIRTHDAY NOVEMBERTITLEBusiness AnalystCURRENT PROJECTProperty Transaction ManagementSystem ProjectSERVICE TEAM Projects PTMS BUSINESS ANALYSTTHERAN NAICKERMeet Theran Naicker, business analyst in the Property Transaction Management System (PTMS) project.Theran has worked on the DAMS project and fulfilled the role of a Senior Business Analyst. Thereafter hewas moved to the eSignage project where he was responsible for business analysis and the PSRM functionalresource. On the PTMS project Theran is currently mapping the AS-IS and TO-BE processes for the Charterand the Business Blueprint. BA Forum| Issue 7 | page- 8

18Areas of Expertise And so he concludes that his areas of Hobbies & Interests expertise lie in analytical thinking,When asked what his level of expertise problem solving ability and to focus Theran enjoys playing outdoor cricket,were he stated that, “in order to really at the task at hand. He also believes gym “(I have really been meaning tomake a difference and add value in our that he is a good team player and go)”, he says. He also loves being aever changing environment one needs leader when the opportunity presents movie critic. He also prides himself into be a Jack of all trades, a master of itself. He says,” Remember, we all are being an “unofficial judge” for manyone. As such one needs to have a broad leaders in our own right. I have a popular TV shows, such as The Voice,skill set within the SAP space….well hunger for knowledge and as such try Britain’s/America’s/ South Africa’s gotthis is my opinion.” He believes that his to constantly develop myself in both Talent, Idols etc. “I think I could putcurrent skill set has been shaped by the my personal and professional Randall and Simon in their place quiterequirements of the projects he has capacity.” easily,” he says. Of late, his newestparticipated in and the organisations he hobby is being with my 6 month oldhas worked for. Childhood Dream little man, “When someone has youHe further explains that, “Due to the wrapped around his little finger thatnature of projects one is usually “As a child I wanted to become a much there is little time left forrequested to work on more than just scientist, a superhero or a doctor. anything else.”their core competency and as such I Truth be told I have terrible handhave developed a keen understanding writing and my Computer studies Interesting Factof analysis, development, functional teacher wanted the latter (doctor) forconfiguration and testing. Recently me for this specific reason (doctors do Something you may not know, butTheran has been focusing on Business in general have chicken scratch as Theran can actually sing! He says, “Analysis here at the City and hand-writing in my experience).” At I could be perceiving this in myemphasises that it is a passion he feels high school Theran majored in mind and as we know most peopleis a critical building block in any Computer Studies and took a keen who say this are usually tone deaforganisation, project or task. interest in computers, for the games so it’s best not to test the theory.” and programming mostly.Theran further states his view on the Philosophy in Liferole of the business analyst and says He went on to complete a Commerce Theran is a firm believer that onethat, “The blind leading the blind,” is degree, majoring in Business must “Work smart, be honest, playthe remedy which Business Analysts Information Systems and Information hard, love with no limits, and don’tprovide, existing to prevent such an Systems Technology, herafter going on lose yourself along the way (beoccurrence and as such help develop a to qualify as a teacher, which he states humble). Be brave and don’t prayculture of understanding and was his family’s dream for him. He for an easy life. Pray for the abilitysuccessfully implement projects with ventured into teaching and taught to overcome the obstacles thatan input to driving solutions and better Mathematics, Biology and Computer come your way.”improve business operations. Studies and later decided to break the mould and follow the career path set Work smart, beHe has also attained some out by his qualification.qualifications and is a certified ABAPdeveloper and a certified Solution Theran started off as an ACCPAC honest, play hard, loveManager consultant. Theran has also consultant in Gauteng and later fell with no limits, andhad fair exposure to SAP IS-U as a into the SAP space as an ABAP don’t lose yourselffunctional lead and stream lead and has developer for SAP South Africa. He says, along the way (bealso attended a multitude of SAP “As a developer you gain keen insight humble)courses in order to broaden his into problems and how they can beunderstanding of SAP and how best to solved and for me taking it to the nextanalyse its many complexities. level was to actually solve the issue at the source i.e. with business inefficiencies and operations. I was allowed to make the change and moved into analysis and configuration and presto…10 years later and here I stand the better for it.” BA Forum| Issue 7 | page- 9

BUSINESS ANALYSIS NOWWHAT'S HOT IN ANALYSIS1. MAKING AGILE WORK 2. DISTRIBUTED LEADERSHIPFOR ORGANISATIONS L eadership will become more distributed and will be increasingly as much about tapping into the A s the Agile bandwagon continues togrow, some organisations, previously leadership of those around us as it is about a single visionary, decision-maker, and communicator. Thisreluctant to jump aboard, are running to idea isn’t new, but as organisations and project teams struggle with the adoption of Agile, coming tocatch up. Sometimes, though, Agile is terms with what it means to be a self-organising team will highlight the value of everyone stepping up toimplemented without much thought to the role of leader.unintended consequences of not having In addition, the idea of leading for the purpose of developing relationships is going to be the focus ofenough organisational commitment when team building. Leadership is more than getting people to perform for the benefit of the bottom line. It’sadopting Agile. Although such things as not about the people and connecting with them. Leaders are selected, recognized, and evaluated for theirhaving dedicated teams, a dedicated ability to sincerely tap into the human experiences their people represent. The intrinsic value ofbusiness product owner, or extending time understanding others in order to establish meaningful relationships among team members, particularlyboxes to fit more work into an iteration those who are often physically distant, will be emphasized.sometimes works, there are often relatedissues, such as: 3. INNOVATION AND ENTREPRENEURSHIP ON THEa. Team burnout RISE, AND MORPHINGb. Less work being implementedc. Unmet customer expectations One can’t help but see books, articles, and blog posts about innovation these days. Not only our own industry outlets, but other media seem to have discovered the innovation “bug.” Many organisations will innovateWe predict that organisations will find a way through process improvement, and in some cases there is not much difference. To go beyond mere processto make Agile work for them by becoming improvement, organisations will need to become more entrepreneurial. Innovation centres and hubs are onmore purposeful in how they choose to the increase, and companies are investing in their own incubators away from their main operations to helpadopt it. As a related trend, we think that spur the creative process. Smaller, more isolated teams of “entrepreneurs” will provide the kind of “disruptive”some of the Agile purists will become more break-through needed for true innovation and market leadership to take place. Savvy business analysts andflexible, softening the “my way or the project managers will step up to take on these entrepreneurial roles in organisations.highway” approach in favour of one that ismore collaborative. It means that 4. BUSINESS ANALYSIS AS DESIGN WORKorganisations will have to articulate thebusiness problem they are trying to solve by A swementionedinlastyear’strends,theupcomingreleaseoftheBABOKGuideversion3.0willawakentheadopting Agile. In addition, those coaches “inner designer” in people doing business analysis work. There has long existed a gap between requirementswho are accustomed to dictating what and physical design. Organisations who start providing “logical design” outputs as part of building apps andmust be done will need to seek more business processes will shrink that gap and create better products faster. They will realize less rework by usingorganisational input. standard models such as business process maps, use case models, prototypes and wireframes, state- transition, and sequence diagrams to name a few. We have been promoting “logical modelling” for years and have been surprised that many organisations have not supported the design capabilities of business analysis. We see hope in the new BABOK and predict that organisations will at least consider changing their development processes to encompass more logical design. Smart companies will actually embrace the new design paradigm.BA Forum| Issue 7 | 2016 BA Forum| Issue 7 | page- 10

WHAT'S HOT IN ANALYSIS5. STRUGGLE BETWEENCENTRALIZED AND DISTRIBUTEDPROJECT GOVERNANCEO rganisations will continue to struggle to find balance between the extremes of project chaos and centralized project governance. We predict that in the near future organisations will continue to adopt an “all or none” approach to project governance. We see the era of centralized project governance, such as PMOs and Centres of Excellence, giving way to a more distributed governance, with some organisations letting individual project teams decide how much governance to employ. However, we know that when organisations move to one extreme to solve their problems, others are created. We predict that in the future organisations will take a more balanced approach and apply more governance for certain types of projects and less for others.6. SCHIZOPHRENIC APPROACHTO BA AND PM CREDENTIALS.W epredictthatboththetrendtobecomecertifiedandthetrendtorejectcertificationswillplayoutin2015.WiththeincreasedpopularityinMOOCs (Massive Open Online Courses), some from prestigious universities like Harvard and University of Michigan, learning about new topics and acquiring new skills at a low or no cost will appeal to many BAs, PMs and their organisations. To the extent that these new learning channels provide “just-in-time training,” they will reinforce the notion among some BAs and PMs that certifications and professional designations like PMP and CBAP are not an indication of competency and therefore not worth having. At the same time, however, many PMs, BAs, and their organisations around the globe recognize that these credentials show knowledge gained and are an example of the initiative and hard work needed to get certified. We have seen large numbers of BAs eagerly awaiting the release of IIBA’s BABOK v.3, and many others are racing to be certified under the current release before the exam changes. In the PM space, we have seen a rise in the number of PMs interested in business analysis. PMI’s PBA as well as their ACP certifications are generating lots of interest that we think will continue to grow. Finally, there seems to be no slowing of interest in Agile certifications such as the CSM.7. TEAM-BASED AGILE TRAININGA giletrainingwillbegearedtowardentireteamsratherthanindividuals.Agileisgoingtodriveorganisationstoseekmoreeffectivewaystogeneratea change in project practice. The notion of sending an individual to training to become the internal evangelist is too much for a single person to do when itcomes to the far-reaching culture changes required to implement A. Plugging into existing processes, tools, and infrastructure after traditional PM training isentirely different than expecting someone to come back from training and single-handedly explain and implement the why, what, and how of Agile.Expect more interest in generating internal momentum for change by sending teams to training who learn the why and how of self-organisation. Trainingfor entire intact teams is how organisations will get out of the gate and it’s more likely to be augmented by coaching and a follow-up with on-site presenceto help as organisations figure out how to make Agile work for them. BA Forum| Issue 7 |page- 11

STAKEHOLDERS ANALYSISAs a business analyst it is imperative to know the type of questions to be asked whenperforming a stakeholder analysis. asking the correct questions will ensure the correctdetermination of who the project involves or who it may affect.What is Stakeholder Analysis?Stakeholder Analysis is the technique used to identify the key people involved in a projectand who need to be convinced of the project benefits.Why is it important?* You can use the opinions of the most powerful stakeholders to shape your projects at anearly stage. Not only does this make it more likely that they will support you, their inputcan also improve the quality of your project*Gaining support from powerful stakeholders can help you to win more resources – thismakes it more likely that your projects will be successful*By communicating with stakeholders early and frequently, you can ensure that they fullyunderstand what you are doing and understand the benefits of your project – this meansthey can support you actively when necessary- Rachel Thompson, Mindtools How do you use the tool? Step 1 – Identify Your Stakeholders The first step in your Stakeholder Analysis is to brainstorm Add to My Personal Learning Plan who your stakeholders are. As part of this, think of all the people who are affected by your work, who have influence or power over it, or have an interest in its successful or unsuccessful conclusion. Step 2 – Prioritize Your Stakeholders You may now have a long list of people and organizations that are affected by your work. Some of these may have the power either to block or advance. Some may be interested in what you are doing, others may not care.Step 3 – Understand Your Key StakeholdersYou now need to know more about your key stakeholders. You need to know how they arelikely to feel about and react to your project. You also need to know how best to engagethem in your project and how best to communicate with them. Stakeholder management is critical to the success of every project in every organization I have ever worked with. Byengaging the right people in the right way in your project, you can make a big difference to its success... and to your career. – Rachel Thompson, Mind Tools. BA Forum| Issue 7 | page- 12

QUESTIONS TO ASK STAKEHOLDERS ANALYSIS Below are some key questions that can help you understand who your stakeholders are: Describe how your organisation fits into the company? How does your organisation contribute to the strategic plan of your company? Where are your organisation's locations? What is your management organisation structure? What are the processes of your organisation? What business decisions (business rules) are made in your processes? Who owns the processes? What process measurements are used? What regulations are abided by? Who are your suppliers and what do they provide your organisation? Who are your customers (internal/external) and what does your organisation provide them? How does the organisation measure its success? How does the organisation obtain feedback from its customers? Are there any significant organisation events during the year? What is the single item which will make this organisation more successful? What is the single item which will make this organisation less successful? On a scale of 1 to 10 (10 being highest) where would you put this organisation regarding the risk to the company and why? What doesn't get enough (or gets too much) attention in the organisation? Describe your role in the organisation? What are your major responsibilities? What business decisions (business rules) do you make in your job? With whom do you interact to carry out your responsibilities? What information do you use in your job? What forms do you use? What computer systems do you use in your job? Are there any events for which the system provides alerts? Are there any new alerts needed? How do you measure success in your job? What is occurring that is helping/inhibiting you to do your job? What skills are needed in your present job? What training did you receive for your present job? What would you change about the way you carry out your responsibilities? What do you see as the major critical issues facing the organisation? What areas for improvement have you observed? BA Forum| Issue 7 | page- 13

DOWNLOADFree Templates NOW•BA SHAREPOINT• Visit the Business Analyst Forum SharePoint site to gain access to helpful business analysis documentation. Available for download: Business Requirements Matrix ALM Project Methodology ESC Implementation Methodology Guide BA FORUM | 2016

THE CONCLUSION DESIGN DID YOU KNOW?Upcoming All things are created twice;Topics first mentally; then physically. The key toDon't miss the upcoming BA forum session wherewe will be discussing some of the following topics: creativity is to begin with the end in mind, with a vision As-Is Analysis and a blueprint of the To-Be Analysis desired result. STEPHEN COVEY BA Forum| Issue 7 | page- 15

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