Maria Horrigan Murphy Regional Lead Business Analysis SMS Consulting Group ACS Pre Conference 18 Mar 2009 Communication and Connectedness in Business Analysis

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www.slideshare.com/murph

“ We’re living in a networked world”

Modern IT projects People demand to be heard People expect to be involved People’s expectations of how good systems are is based on their experience of modern internet applications of the Google World - Gmail, Google Search, Facebook, Flickr, YouTube,

People demand to be heard

People expect to be involved

People’s expectations of how good systems are is based on their experience of modern internet applications of the Google World - Gmail, Google Search, Facebook, Flickr, YouTube,

What does their expectation mean? Project success hinges on communicating with people: To understand what they want To set expectations about what the project will actually deliver (and what it won’t) To show them how the project will help them in their work To uncover what they need . . .

Project success hinges on communicating with people:

To understand what they want

To set expectations about what the project will actually deliver (and what it won’t)

To show them how the project will help them in their work

To uncover what they need . . .

Because sometimes they don’t know what they need

What’s their requirement of you? Not being like the BA in the Dilbert cartoon Knowing how to talk to people and get the information you need to write the requirements Effectively negotiating with important stakeholders Getting the right messages to the right people at the right time An understanding of both the ‘big picture’ and the detail Understand the context and the situation

Not being like the BA in the Dilbert cartoon

Knowing how to talk to people and get the information you need to write the requirements

Effectively negotiating with important stakeholders

Getting the right messages to the right people at the right time

An understanding of both the ‘big picture’ and the detail

Understand the context and the situation

Understanding the business is good communication IT is now part of the business Every program, every initiative to be implemented, will have some touch point with technology Success depends on anticipation of future trends Ability to sense upcoming developments and to design appropriate systems, and processes Resolving misunderstandings about requirements Uncovering needs vs wants

IT is now part of the business

Every program, every initiative to be implemented, will have some touch point with technology

Success depends on anticipation of future trends

Ability to sense upcoming developments and to design appropriate systems, and processes

Resolving misunderstandings about requirements

Uncovering needs vs wants

Role of Business Analyst is the key! The Communicator The Translator The Juggler of technology and people’s needs The one between the rock and a hard place The Connector (bridge)

The Communicator

The Translator

The Juggler of technology and people’s needs

The one between the rock and a hard place

The Connector (bridge)

How do we do all this communications stuff effectively? Analyse the stakeholders needs and wants Understand how they communicate, how they are connected and why Learn the project in the context of people’s work and how this fits into the wider organisational context

Analyse the stakeholders needs and wants

Understand how they communicate, how they are connected and why

Learn the project in the context of people’s work and how this fits into the wider organisational context

“ It’s not what you know; it’s who you know”

Analysing “who is who in the zoo” Who to talk to Who has influence Who knows what the business needs are What drives and motivates people’s work behaviour How to talk to them given this (above) context How to tailor the communications channels to elicit information from different people

Who to talk to

Who has influence

Who knows what the business needs are

What drives and motivates people’s work behaviour

How to talk to them given this (above) context

How to tailor the communications channels to elicit information from different people

Social Networking Analysis Mathematical, graphical, theoretical understanding of the social world Networks and their structures Map and measure relationships between people, groups, organisations, computers, and websites Flows of information and knowledge (focus on people not systems) Know what the relationships are to better communicate, elicit requirements

Mathematical, graphical, theoretical understanding of the social world

Networks and their structures

Map and measure relationships between people, groups, organisations, computers, and websites

Flows of information and knowledge (focus on people not systems)

Know what the relationships are to better communicate, elicit requirements

Understanding Social Networks the location of actors in the network the various roles and groupings in a network Gives insight into: who are the connectors, experts, leaders, bridges, isolates? where are the clusters and who is in them? who is in the core or hub? who is on the periphery?

the location of actors in the network

the various roles and groupings in a network

Gives insight into:

who are the connectors, experts, leaders, bridges, isolates?

where are the clusters and who is in them?

who is in the core or hub?

who is on the periphery?

Centrality - revealing the structure in the network Very centralized network dominated by one or a few very central nodes. If removed , the network quickly fragments single point of failure Less centralized network is resilient in the face of attacks. Many nodes or links can fail while allowing remaining nodes to still reach each other. Boundary Spanners connect their group to others. Well positioned to be innovators and have access to ideas and information flowing in other clusters. Periphery of a network may connect to networks that are not currently mapped. Important resources for fresh information not otherwise available

Very centralized network dominated by one or a few very central nodes. If removed , the network quickly fragments single point of failure

Less centralized network is resilient in the face of attacks. Many nodes or links can fail while allowing remaining nodes to still reach each other.

Boundary Spanners connect their group to others. Well positioned to be innovators and have access to ideas and information flowing in other clusters.

Periphery of a network may connect to networks that are not currently mapped. Important resources for fresh information not otherwise available

Degree of Centrality in the Network

Centrality and Betweenness

Centrality and Closeness

Leveraging Centrality Leverage champions Understand who might be “blockers” or “gatekeepers” (tertiary segmentation) Find people to go to in order to elicit information – more efficient requirements gathering Don’t reinvent the wheel Quickly identify who might know the answer, communicate with them, understand their lessons learned, improve likely success of the project Know who to communicate key messages to in order for them to disseminate throughout the network

Leverage champions

Understand who might be “blockers” or “gatekeepers” (tertiary segmentation)

Find people to go to in order to elicit information – more efficient requirements gathering

Don’t reinvent the wheel

Quickly identify who might know the answer, communicate with them, understand their lessons learned, improve likely success of the project

Know who to communicate key messages to in order for them to disseminate throughout the network

Putting Actors into Governance The right people making decisions – risk, financial impacts of scope change The right people influencing The right people contributing to requirements

The right people making decisions – risk, financial impacts of scope change

The right people influencing

The right people contributing to requirements

Understanding ‘how’ to Communicate Communication preferences: Style Person’s orientation towards process vs results Need for recognition vs need for security Channel Visual, Auditory, Kinaesthetic What type of medium for the message (eg traditional media v. social media)

Communication preferences:

Style

Person’s orientation towards process vs results

Need for recognition vs need for security

Channel

Visual, Auditory, Kinaesthetic

What type of medium for the message (eg traditional media v. social media)

D Drivers S Supporters T Talkers C Controllers task people

Drivers Do it now, can do attitude Goal oriented & a self starter Assertive & Competitive Results oriented Task & information focused Decisive & want control Fast paced often impatient Prepared to take risks Problem solvers

Do it now, can do attitude

Goal oriented & a self starter

Assertive & Competitive

Results oriented

Task & information focused

Decisive & want control

Fast paced often impatient

Prepared to take risks

Problem solvers

Talkers Want to be noticed People oriented Direct & open Animated & emotional Creative, enthusiastic leaders Lots of ideas, bubbly, outgoing Fast paced & spontaneous Prefer working with others Excellent persuasive skills

Want to be noticed

People oriented

Direct & open

Animated & emotional

Creative, enthusiastic leaders

Lots of ideas, bubbly, outgoing

Fast paced & spontaneous

Prefer working with others

Excellent persuasive skills

Supporters Want to get along People oriented team players Help others & solve conflicts Relaxed & friendly Slower paced Cautious, risk averse Enjoy harmony & trust Patient & cooperative Dependable & predictable Avoid conflict & good listeners

Want to get along

People oriented team players

Help others & solve conflicts

Relaxed & friendly

Slower paced

Cautious, risk averse

Enjoy harmony & trust

Patient & cooperative

Dependable & predictable

Avoid conflict & good listeners

Controllers Want to get it right Accurate & meticulous Logical task & information focused Detail oriented & precise Slower paced, quality not quantity Cautious & risk averse Problem solvers Structured and orderly Dependable & predictable Set high standards

Want to get it right

Accurate & meticulous

Logical task & information focused

Detail oriented & precise

Slower paced, quality not quantity

Cautious & risk averse

Problem solvers

Structured and orderly

Dependable & predictable

Set high standards

Know your own style and preference Stakeholders have a very different style to me “ Doer” and a “Controller” - analytical and results focused so need to be mindful to bring people along rather than trying to push too hard. (esp with largely “Supporter” risk adverse audience) Use the strengths of your style and adapt your style to the different stakeholders on a project No particular style that is better than the other Style to adopt will be contextual and situational so be flexible and think about your audience

Stakeholders have a very different style to me

“ Doer” and a “Controller” - analytical and results focused so need to be mindful to bring people along rather than trying to push too hard. (esp with largely “Supporter” risk adverse audience)

Use the strengths of your style and adapt your style to the different stakeholders on a project

No particular style that is better than the other

Style to adopt will be contextual and situational so be flexible and think about your audience

People learn different ways V= Visual (Something ‘seen’ or had visual stimulation) Need a graphic representation of the material A= Auditory (A ‘sound’ memory or related to a sound Need to hear the explanation of how things work K= Kinaesthetic (Has a ‘doing’ memory & you thought of yourself feeling the emotion or activity of the memory Need to use the system to understand We use all of our senses; we simply have a preference for one or more Communication Channels

People learn different ways

V= Visual (Something ‘seen’ or had visual stimulation)

Need a graphic representation of the material

A= Auditory (A ‘sound’ memory or related to a sound

Need to hear the explanation of how things work

K= Kinaesthetic (Has a ‘doing’ memory & you thought of yourself feeling the emotion or activity of the memory

Need to use the system to understand

We use all of our senses; we simply have a preference for one or more

V, A or K – Context Diagram

V, A or K - Use Cases UC01 Register Pharmacy Description Users are able to register a pharmacy for the program. Volume/Timing/Frequency Up to 5000 Pharmacies Preconditions User has accessed website Postconditions Community Pharmacy has been registered for the program Trigger Community Pharmacy selects to register for program Basic Flow Community Pharmacy selects to register System displays blank Pharmacy Registration screen (see Appendix A) Community Pharmacy enters “ Pharmacy.Section90 ” System validates “ Pharmacy.Section90 ” Community Pharmacy enters “ Pharmacy.ABN ” System validates ABN against Australian Business Register (ABR) System populates “ Pharmacy.Pharmacy Trading Name ” , “ Pharmacy.Postcode ” , “ Pharmacy.State ” and “ Pharmacy.GST Registered ” Community Pharmacy enters: “ Pharmacy.Pharmacy Address ” , “ Pharmacy.Pharmacy Suburb ” , “ Pharmacy.Mailing Address ” , “ Pharmacy.Mailling Suburb ” , “ Pharmacy.Mailing State ” , “ Pharmacy.Mailing Postcode ” , “ Pharmacy.Phone ” , “ Pharmacy.Email ” , “ Pharmacy.Fax ” , “ Pharmacy.Contact Name ” Community Pharmacy enters “ Pharmacy.BSB ” System validates “ Pharmacy.BSB ” Community Pharmacy enters: “ Pharmacy.Account Number ” , “ Pharmacy.Bank ” , “ Pharmacy.Account Name ” System displays a link to Vendor details “ Confirmation Voucher ” and prompts Community Pharmacy to print the document. Community Pharmacy manually completes the “ Confirmation Voucher ” form and sends it to the Department offline. Community Pharmacy submits Pharmacy Registration screen System generates an email to Community Pharmacy to confirm email details Community Pharmacy follows the link System successfully registers Pharmacy and emails username and password to the “ Pharmacy.Email ” address. System generates SAP Vendor record <extend UC02 – Create SAP Vendor> System requests Community Pharmacy logs into the system using the recently emailed credentials Community Pharmacy enters username and password System displays Pharmacy Registration screen Community Pharmacy selects to participate in the PMP Program <A1> System displays PMP Eligibility screen <include UC21 – Enter PMP Eligibility> System displays PMP Program screen <include UC05 – Enter PMP Program Information> System displays PMP Baseline screen <include UC08 – Enter Baseline Information> System displays Pharmacy Registration screen with a PMP Eligibility indicator System triggers PMP Registration payment <extend UC12 – Approved SAP Payment> Alternate Flow <A1> Community Pharmacy selects to participate in the DAA Program System displays DAA Eligibility screen (See Appendix A) Community Pharmacy enters: “ DAA Eligibility.Approved Section90 ” , “ DAA Eligibility.Support DAA Provision ” , “ DAA Eligibility.Self-audit ” , “ DAA Eligibility.Private Patient Interview ” , “ DAA Eligibility.Professional Standards ” , “ DAA Eligibility.Provide Evaluation Data ” , “ DAA Eligibility.Release Pharmacy Details ” , “ DAA Eligibility.Staff Informed and Aware ” , “ DAA Eligibility.Consent from Eligible Patients ” , “ DAA Eligibility.Provide Information ” , “ DAA Eligibility.RCTI ” Community Pharmacy submits responses System displays DAA Program screen <include UC04 – Enter DAA Program Information> System displays Pharmacy Registration screen with a DAA Eligibility indicator System triggers DAA Registration payment <extend UC12 – Approved SAP Payment> Alternate Flow <A2> Community Pharmacy is not currently eligible for DAA and/or PMP Community Pharmacy enters username and password System displays Pharmacy Registration screen Community Pharmacy selects to register in DAA Program <A1> Community Pharmacy selects to register in PMP Program resume basic flow at step 18 Error Messages generated from this Use Case All Error Messages (for all Use Cases) will have options to ‘ OK ’ (Close error dialogue) or ‘ Help ’ (display the online help for the current screen) Basic Flow Step 4 – “ Section 90 number is not an Approved Section 90 number. A valid Approved Section 90 number is required to register for the DAA and PMP Programs. Please ensure you have entered it correctly. ” Basic Flow Step 4 – “ The Section 90 Number has already been registered for the DAA and PMP Programs. Pharmacies may only register once. ” Basic Flow Step 6 – “ ABN not found on Australian Business Register. A valid ABN is required to register for the DAA and PMP Programs. Please ensure you have entered it correctly. ” Basic Flow Step 10 – “ BSB not found. To ensure payments are received, a valid BSB number is required to register for the DAA and PMP Programs. Please ensure you have entered it correctly. ”

Basic Flow

Community Pharmacy selects to register

System displays blank Pharmacy Registration screen (see Appendix A)

Community Pharmacy enters “ Pharmacy.Section90 ”

System validates “ Pharmacy.Section90 ”

Community Pharmacy enters “ Pharmacy.ABN ”

System validates ABN against Australian Business Register (ABR)

System populates “ Pharmacy.Pharmacy Trading Name ” , “ Pharmacy.Postcode ” , “ Pharmacy.State ” and “ Pharmacy.GST Registered ”

Community Pharmacy enters:

“ Pharmacy.Pharmacy Address ” , “ Pharmacy.Pharmacy Suburb ” , “ Pharmacy.Mailing Address ” , “ Pharmacy.Mailling Suburb ” , “ Pharmacy.Mailing State ” , “ Pharmacy.Mailing Postcode ” , “ Pharmacy.Phone ” , “ Pharmacy.Email ” , “ Pharmacy.Fax ” , “ Pharmacy.Contact Name ”

Community Pharmacy enters “ Pharmacy.BSB ”

System validates “ Pharmacy.BSB ”

Community Pharmacy enters:

“ Pharmacy.Account Number ” , “ Pharmacy.Bank ” , “ Pharmacy.Account Name ”

System displays a link to Vendor details “ Confirmation Voucher ” and prompts Community Pharmacy to print the document.

Community Pharmacy manually completes the “ Confirmation Voucher ” form and sends it to the Department offline.

Community Pharmacy submits Pharmacy Registration screen

System generates an email to Community Pharmacy to confirm email details

Community Pharmacy follows the link

System successfully registers Pharmacy and emails username and password to the “ Pharmacy.Email ” address.

System generates SAP Vendor record <extend UC02 – Create SAP Vendor>

System requests Community Pharmacy logs into the system using the recently emailed credentials

Community Pharmacy enters username and password

System displays Pharmacy Registration screen

Community Pharmacy selects to participate in the PMP Program <A1>

System displays PMP Eligibility screen <include UC21 – Enter PMP Eligibility>

System displays PMP Program screen <include UC05 – Enter PMP Program Information>

System displays PMP Baseline screen <include UC08 – Enter Baseline Information>

System displays Pharmacy Registration screen with a PMP Eligibility indicator

System triggers PMP Registration payment <extend UC12 – Approved SAP Payment>

Alternate Flow <A1>

Community Pharmacy selects to participate in the DAA Program

System displays DAA Eligibility screen (See Appendix A)

Community Pharmacy enters:

“ DAA Eligibility.Approved Section90 ” , “ DAA Eligibility.Support DAA Provision ” , “ DAA Eligibility.Self-audit ” , “ DAA Eligibility.Private Patient Interview ” , “ DAA Eligibility.Professional Standards ” , “ DAA Eligibility.Provide Evaluation Data ” , “ DAA Eligibility.Release Pharmacy Details ” , “ DAA Eligibility.Staff Informed and Aware ” , “ DAA Eligibility.Consent from Eligible Patients ” , “ DAA Eligibility.Provide Information ” , “ DAA Eligibility.RCTI ”

Community Pharmacy submits responses

System displays DAA Program screen <include UC04 – Enter DAA Program Information>

System displays Pharmacy Registration screen with a DAA Eligibility indicator

System triggers DAA Registration payment <extend UC12 – Approved SAP Payment>

Alternate Flow <A2>

Community Pharmacy is not currently eligible for DAA and/or PMP

Community Pharmacy enters username and password

System displays Pharmacy Registration screen

Community Pharmacy selects to register in DAA Program <A1>

Community Pharmacy selects to register in PMP Program resume basic flow at step 18

V, A or K - Prototypes

V, A or K – Business Process Map

V, A or K – Screen Shots

Visual Learners Visual Learners learn by seeing Have strong spelling & writing skills Find spelling mistakes distracting Not talk much & dislike listening for too long Be distracted by untidiness and movement Support Visual Learners by using: Posters, charts & graphs Visual Displays Booklets, brochures, & handouts Variety of colour & shape Clear layouts with headings & plenty of white space Context diagrams, Process maps

Visual Learners learn by seeing

Have strong spelling & writing skills

Find spelling mistakes distracting

Not talk much & dislike listening for too long

Be distracted by untidiness and movement

Support Visual Learners by using:

Posters, charts & graphs

Visual Displays

Booklets, brochures, & handouts

Variety of colour & shape

Clear layouts with headings & plenty of white space

Context diagrams, Process maps

Auditory Learners Auditory Learners learn by listening Love to talk Appear to daydream whilst ‘talking’ inside their heads Read in a talking style Love the telephone and music Support Auditory Learners by using: Question & Answer Lectures & Stories Discussion Pairs/Groups Variety in tone, pitch, rate and volume Music or slogans User scenarios

Auditory Learners learn by listening

Love to talk

Appear to daydream whilst ‘talking’ inside their heads

Read in a talking style

Love the telephone and music

Support Auditory Learners by using:

Question & Answer

Lectures & Stories

Discussion Pairs/Groups

Variety in tone, pitch, rate and volume

Music or slogans

User scenarios

Kinaethetic Learners Kinaesthetic Learners learn by doing Move around a lot, tap pens and shift in their seat Want lots of breaks Enjoy games Not like reading, but doodle and take notes Support Kinaesthetic Learners by using: Team activities Hands-on Experience Role-plays Note taking Emotional discussion Prototypes and UAT

Kinaesthetic Learners learn by doing

Move around a lot, tap pens and shift in their seat

Want lots of breaks

Enjoy games

Not like reading, but doodle and take notes

Support Kinaesthetic Learners by using:

Team activities

Hands-on Experience

Role-plays

Note taking

Emotional discussion

Prototypes and UAT

New channels for Communication New ways of communicating and reaching out to others Access to body of knowledge (in people’s heads, not in documents) and Communities of practice Networking - leveraging: the power of many Save time and energy - easiest way (anytime, anywhere) to make contact, communicate, share, collaborate with “friends”

New ways of communicating and reaching out to others

Access to body of knowledge (in people’s heads, not in documents) and Communities of practice

Networking - leveraging: the power of many

Save time and energy - easiest way (anytime, anywhere) to make contact, communicate, share, collaborate with “friends”

Leveraging relationships 1 billion using the web ½ billion engaged in use of social computing tools because it connects them Barack Obama most successful campaign – part of success was the relationships he built using social media Mmmm…. President…

1 billion using the web

½ billion engaged in use of social computing tools because it connects them

Barack Obama most successful campaign – part of success was the relationships he built using social media

The many faces of Obama

http://www.linkedin.com Linked in

Facebook www.facebook.com

Twitter

Bookmarking www.delicious.com

Blogs

Take home messages Projects can be more successful if: You take the time to analyse the people, relationships, connections between them You understand communication preferences will vary amongst stakeholders so be flexible and adapt your style and channel to you audience As a BA, embrace your role as communicator and translator to bridge the gap between the technology and the work people need to do

Projects can be more successful if:

You take the time to analyse the people, relationships, connections between them

You understand communication preferences will vary amongst stakeholders so be flexible and adapt your style and channel to you audience

As a BA, embrace your role as communicator and translator to bridge the gap between the technology and the work people need to do

Fin Maria Horrigan Murphy SMS Consulting Group Account Director Regional Lead Business Analysis Email: mhorrigan@smsmt.com Blog: www.barocks.com Slideshare: www.slideshare.com/murph Twitter: @miahorri