transforming the business analysis practice - v0.0.10

Michael Roy Requirements Practitioner/Coach

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Learn different evangelism techniques to make changes in the business analysis practice stick

Learn better change management techniques to apply when transforming the business analysis practice

Learn how to conquer change obstacles using a blend of evangelism and change management techniques

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Michael Roy is an experienced requirements professional. For more than 25 years, he has worked in the business analysis practice at both a tactical and strategic level including the build and implementation of transformation programs. Michael has worked at multiple Fortune 500 companies on change initiatives aimed at improvements to the business analysis practice.

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You direct or support organizational initiatives to change the business analysis practice

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Procedures Techniques Templates Governance/

Rules

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Training Pilot

Projects

Go Live

Date Roadmap

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We focus on building a better mousetrap and fail to understand why people would not want to use it

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Adoption relies on governance instead of winning hearts and minds both in and outside the business analysis community

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We underestimate the forces of resistance

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We underestimate the attraction of the status quo

A sense of urgency gets replaced by performance monitoring and status reporting

Promised organizational buy-in fails to materialize

Results take longer than expected to arrive

Newer and brighter initiatives divert attention and resources elsewhere

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The Greek word εὐαγγέλιον (latinized to Evangelium) originally meant a reward given to the messenger for good news (εὔ = "good", ἀγγέλλω = "I bring a message“)

© 2015 Oxford University Press 1. The spreading of the Christian gospel by public preaching or

personal witness 2. Zealous advocacy or support of a particular cause

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© 1992, Guy Kawasaki, Selling the Dream “Evangelism is the process of selling a dream” “Selling a dream means transforming a vision – that is, an insight that is not yet perceptible to most people -- into a cause and getting people to share that cause”

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Malcolm Gladwell

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Description #1 - Show the Promised Land

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Why ? #1 - Show the Promised Land

Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action (2009)

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How #1 - Show the Promised Land

Simple but direct messaging

Visualization that inspires

Communication before, during, and after

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#1 - Show the Promised Land

Passion and enthusiasm

Supportive

Open to feedback

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Description #2 – Spread the Word

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Why ? #2 – Spread the Word

Austin Powers, The Spy Who Shagged Me (1999)

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How ? #2 – Spread the Word

Knowing your community

Anytime, Anywhere, During Work, After Work

Formal Channels, Social Media

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Description #3 – Look for Agnostics, not Atheists

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Why ? #3 – Look for Agnostics, not Atheists

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How ? #3 – Look for Agnostics, not Atheists

Segmenting the target audience

Understanding the needs of the unconverted

Showing how the change(s) align with their needs

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© 2015 Oxford University Press 1. The management of change and development within a business or

similar organization.

2. The controlled identification and implementation of required changes within a computer system.

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Description #4 – Transformation Needs a Transformative Vision

More than platitudes More than “better requirements” in the context of SDLC More than direction, aspirational, it must motivate

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Why ? #4 – Transformation Needs a Transformative Vision

Warren G. Bennis, On Becoming a Leader (2007)

Peter Senge

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Example #4 – Transformation Needs a Transformative Vision

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How ? #4 – Transformation Needs a Transformative Vision

Incorporating simplicity, directness, and clarity

Building the vision with business participation

Validating the vision from top to bottom

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Description #5 – Stack the Deck

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Why ? #5 – Stack the Deck

David Pottruck, 2014

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How ? #5 – Stack the Deck

Identifying low-hanging fruit optimal for small wins

Selecting high-performance individuals to pilot change

Choosing initiatives with cross-department visibility

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Description #6 – Assess and Adapt

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Why ? #6 – Assess and Adapt

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Why ? #6 – Assess and Adapt

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Why ? #6 – Assess and Adapt

Albert Einstein

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How ? #6 – Assess and Adapt

Continual checking of change success & failure

Reassessing change applicability and suitability

Utilizing scheduled refreshes to the rollout plan

1. Addiction to Status Quo (Complacency)

2. Naysayers/oracles of doom

3. Initial Setbacks

4. Partial Adoption

5. Communication Overload

6. Change Fatigue

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I Do Not Want to Change

Change initiatives must inspire, convey a sense of urgency, and show why the status quo no longer works

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I Do Not Want to Change

It’s Not Going to Work

Demonstrate that it does work with early victories; stack the deck

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I Do Not Want to Change

It’s Not Working !

Assess and adapt; listen to challenges and iterate change to address variations

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I Do Not Want to Change

Am I the Only One following the script ?

Optimize adoption by targeting the unconverted

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I Do Not Want to Change

I’m tired of change

Recognize fatigue; inspire and motivate using evangelism, passion, fervor

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I am Buried by So Many Messages

Keep the message as simple as possible. Keep the message consistent; leadership gives the same message and reinforces each other

Promised organizational buy-in fails to materialize

Results take longer than expected to arrive

Adoption relies on governance instead of winning hearts and minds in and outside the business analysis community

Complacency and resistance to change are underestimated

A sense of urgency gets replaced by performance monitoring and status reporting

Newer and brighter initiatives divert attention and resources elsewhere

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“Real men ask questions, they don't spout out answers." Guy Kawasaki

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Learn better change management techniques to apply when transforming the business analysis practice

Learn different evangelism practices to make changes in the business analysis practice stick

Learn how to conquer obstacles to change using a blend of change management techniques and evangelism

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File Name: transforming the business analysis practice – v0.0.10 Last Changed: 2015-MAY-27