Value is an important concept in business analysis, and an important part of conducting business analysis is gaining a common understanding of the types of value that our stakeholders are trying to attain with a particular project or initiative. Indeed, ‘Value’ is a one of the focal points in the Business Analysis Core Competency Model (BACCM™) in the Business Analysis Body of Knowledge Guide (BABOK®), which defines value from the perspective of business analysis as:
“The worth, importance or usefulness of something to a stakeholder or in a context”
This is clearly only one possible definition of value, but it is worth pausing and reflecting on. It implies an important distinction that we, as practitioners, instinctively know but rarely talk about. What is considered ‘valuable’ varies depending on who you ask and the context in which we are operating in. In fact, what is considered ‘valuable’ may vary over time, and this has an impact on what we do as analysts and how we do it.
Defining Value: Trickier Than it Might Appear
It is easy to over-simplify the definition of value. We might (quite understandably) think that it is for the sponsor to decide what is valuable. Whilst there is a strong element of truth in this statement, and certainly the sponsor should define the strategically aligned outcomes they are seeking, success often involves balancing the needs of multiple stakeholders and groups—so of whom have no direct power on the project that we are working on. It is important that we bring this view to the fore so that conscious decisions can be made.
Let’s imagine we are implementing a change project which will improve the processes in the contact centre of an insurance company’s claims department. The sponsor may value “efficiency” and may have a specific amount of saving that she or he is looking to attain. Of course, this could be better elaborated with a problem statement and a set of critical success factors and key performance indicators.
Yet, even if we have a clear metric we are aiming for, there will be many other stakeholders in this picture. We ignore their perceptions of value at our peril! For example:
I have never been good at predicting the future. In fact, I suspect all of us find predicting future trends difficult—and predicting medium and longer term futures is even more difficult. As Steve Davidson observed:
“Forecasting future events is often like searching for a black cat in an unlit room, that may not even be there.”
Yet, inaccuracy and uncertainty doesn’t stop predictions being useful for some applications. If nothing else, predicting (one) possible future creates the opportunity for a conversation, for agreement, disagreement and refinement. My intention with this article is to do just that—to set out one possible future and to create debate. So once you have read this, I’d love it if you added a comment below! What do you agree with? What do you disagree with? Be sure to let me know.
So here goes. My top 6 predictions for Business Analysis in 2020:
I’m very pleased to say that my recent presentation at the BA Conference Europe entitled ‘And Then The Magic Happens’: What BAs Can Learn From The World of Magic was recorded. You can view the presentation below, complete with slides and audio — in total it’s just over 45 minutes long.
I hope you find the video useful and enjoyable. Unfortunately, you won’t be able to see the magic tricks I performed–and you might find the audio in the recording is a little patchy–but if you’ve ever wondered what Business Analysis and Magic have in common, this is a presentation you’ll love to watch!
Here is a brief summary of the session:
On projects, it often feels like our stakeholders expect us to be magicians. They expect us to carry out high quality work with far less time and resources than we really need. We have a broad and varied toolkit, but sometimes it feels like we need some real magic to make our projects work.
But what if we really could use magic? Or at least the techniques from a magician’s toolbox?
In this interactive session Adrian Reed explains how a chance meeting with a Magician challenged the way he thought about Business Analysis. You’ll hear:
A range of techniques from magic, conjuring and mentalism that have parallel applications in the world of business analysis
The importance of audience management, and what this means for BAs
How to avoid “magic for magicians” (or “analysis for analysts”)
You’ll take away practical tips and techniques, whilst seeing some magic tricks too.
I hope you find the presentation useful and enjoyable, and if you do, be sure to subscribe.
It is funny how seemingly unrelated events can trigger thoughts and reflections on very different topics. I recently experienced this when setting out for a fairly short journey in my car. It was an ordinary Saturday morning, cold but sunny, and I took the short walk from my house to where my car was parked. As I suspect happens to most of us in these situations, I was lost in my thoughts—thinking about the errands I had to run that day, thinking about plans for the evening and mulling over a few other projects that I’m involved with. I was enjoying the fact it was sunny, even in December.
Suddenly my attention was drawn elsewhere, and my mind focussed on the car. As I approached it, something didn’t look right. As I got closer, my instinct was confirmed and I could see that a window had been broken.
Whenever I’m travelling by air, I’m always fascinated by the layout of the equipment on the plane. As a fairly regular traveller, I suspect I often notice things that other passengers don’t, and probably end up reading signs and notices that are intended for the crew rather than passengers.
After a couple of hours on a recent short-haul flight, I decided to freshen up and so headed toward the “washroom”. As is fairly normal, there was a queue, so I was standing in line for a few moments. While waiting, I noticed that there was a cabin crew jump-seat next to the WC, and just behind the seat there were a series of (what appeared to be) laminated emergency scenario cards. Now, as much as I would have loved to have a good rifle through these, I didn’t because (a) I suspect the crew would have soon stopped me and I’d have been banned from flying with that airline again and (b) seeing emergency procedures from a crew’s perspective probably would have scared the life out of me!
However, I did see part of one of the cards, and my eye was drawn to an acronym which really stuck with me. So much so, that I wrote it down when I got back to my seat:
Nature Intention Time Special Circumstances
Now, I can only guess what the relevance of this acronym is in aviation (so if there are any pilots or cabin crew reading, I’d love to know if my interpretation is correct), but I can imagine two potential uses:
Working on projects can be challenging at times. It can feel like we are spinning a number of plates, desperately trying to keep them from falling to the ground. Add in human factors, power and politics and it is more like spinning plates in a storm (in the dark), with different stakeholders having different views over which plate is most important. This dynamic is one of the things that makes the role so interesting and varied.
In this challenging landscape, part of our time is spent planning and monitoring the analysis work. If you are a Principal or Lead BA this may involve leading and managing the work of others, else it may involve planning and structuring the crucial day-to-day work that we do individually. It is easy to overlook this part of the job as it is something we probably do without thinking, yet it is a crucial enabler for the efficiency and effectiveness of our work. When things get busy, it can become tempting to stop planning and monitoring—there may be a pressure to “just get going”. There can be an unstated pressure for us to spin our plates without considering how many we are tending to (and how long we’ll be spinning them).
This can lead to a significant danger. Without an appropriate plan, we can get caught in a never-ending loop. It is easy to end up over-committed, as it is so temptingly easy to take on just another ‘small task’. But each task takes time, and before long we find ourselves flip-flopping between activities with an uncomfortable sense that things aren’t quite under control. The more tasks we take on, the more this insidiously uncomfortable feeling grows—we’re worried that we’re going to drop a plate without even knowing it! Perhaps you recognise this feeling? I know I do!
I have recently returned from a very relaxing holiday which gave me plenty of time for reflection. For me, part of a good holiday is always that juxtaposition and uncomfortable jolt that happens when you return home. The rhythm changes, the environment changes and it feels very different. The jolt of returning to normality isn’t always easy, but it is a sign of a holiday well spent!
This time I experienced this jolt when landing back into London. As the plane descended, I noticed how green the UK is. There seemed to be miles and miles of green fields (as opposed to the dust and palm trees that could be seen in my holiday destination). As we got closer I saw rain. Then cars. Lots of cars.
I was pondering these sights as the plane landed—quite firmly—on the grey and rainy runway. Having just had a ten-night break where I hadn’t followed much of a schedule at all, it was a culture shock to have seen cars queuing on the motorway with people trying to dash around, presumably desperate to get to their destination.
It struck me quite suddenly that what I could see was “busyness”. Of course, the airport itself was the epitome of busyness—people coming, going—some on holiday, some on business—each with different concerns, priorities and aspirations. And what I was returning to was a busy world.
Now, I just know some of you right now are thinking “You’ve had too many Mojitos Adrian. Of course the world is busy”. Yep, I agree. Sort of. But what if busyness was a choice?
Time really does fly! I can’t quite believe it’s just over two weeks until the start of the Business Analysis Conference Europe 2016 (#BA2016) in London. As I plan the final practice runs of my presentation, I can’t help but get a little excited about the event – it’s always a real highlight of the BA calendar. Every year the conference attracts such a wide variety of delegates and speakers, it’s such a great place to meet people and hear new ideas.
The conference gets bigger every year and, I’m pleased to say that there are still tickets available — so if you’ve been thinking about attending, it’s not too late! You can find out more details about the conference by clicking the link below. And remember, IIBA UK members are entitled to a 15% discount.
I highly recommend attending the conference, if you can. There are fantastic presentations from real-world practitioners, and there’s also the opportunity to relax and chat over a beer (or two) after the conference has closed. If you haven’t been before, I’d highly recommend taking a look.
If you’re attending, drop me a mail or tweet and we can catch up.
It is common for organisations to set a range of Critical Success Factors (CSFs) and Key Performance Indicators (KPIs) which are used to ensure that progress is being made towards the appropriate strategic objectives. Often a ‘balanced business scorecard’ is created, to ensure that different aspects of organisational success are considered—with the classic scorecard considering Finance, Customer, Internal Business Process and Learning & Growth (or innovation). It is crucial that organisations ensure that their CSFs and KPIs are well defined and well balanced. Measuring the wrong thing often leads to unexpected outcomes and behaviours.
The balanced business scorecard can be used at a project level too, in order to define the required business outcomes that the project is driving for. This can be a powerful tool to validate that there is clear alignment with the overall organisational strategy and direction. It also ensures that everyone is on the ‘same page’ with regards to why the project is being initiated in the first place.
However—whilst organisations (quite rightly) focus on measuring success in terms of financial outcomes, customer satisfaction, employee engagement, innovation and so forth—we rarely discuss supplier satisfaction. Yet this, when considered alongside a range of other measures and metrics, can be an extremely illuminating metric that can help drive holistic business improvement.
Working on projects can be a tricky endeavour at times. As business analysts, we are often balancing the perspectives of multiple stakeholders whilst also working within strict constraints of time or budget. We collaborate and innovate to help ensure our projects and initiatives deliver solutions that enable value to be delivered within our organisations and enterprises.
Yet things rarely seem to go smoothly. So many things can go wrong in projects—perhaps a process or system is far more complex than we anticipated. Or perhaps an external environmental factor (such as a law) changes and has a knock-on impact. If we are working on an experimental or cutting-edge project then the risk might be very high indeed. We may sometimes be pioneers, travelling through unchartered territories, and we might not even be able to predict what the risks are (let alone mitigate against them!).
In situations like these, it is valuable to consider contingency planning. In doing so we ask questions like “What do we do if something so unexpected and so disruptive happens that the project is no longer viable?”. Yet the very idea of contingency planning is seemingly controversial. I recently saw a very interesting discussion on an online forum, and a view was expressed by a number of participants which I have summarised below:
“We shouldn’t ever think or even talk about contingency planning, definitely not on large scale radical projects. Success is the only acceptable option. If we let people know there’s a ‘Plan B’ they won’t buy into ‘Plan A’ and we’ll never succeed as they bale out too early. Set out to succeed, or don’t set out at all!”