20090219 Iiba Facilitation Skills For Business Analysis

Vision & Mission – IIBA International IIBA Operational Vision p Create and develop awareness and recognition of the value and contribution of the role of the Business Analyst Define the Body of Knowledge Provide a forum for knowledge sharing and contribution to the Body of Knowledge Identify Identif the req ired skills and competencies of a required qualified Business Analyst Dallas Chapter 2 5

IIBA – Dallas Chapter 2009 Focus Areas Competent Helping others find their voices, Building understand the Catalyst Catalyst our BA C td Connected options, make Community decisions. Communicator 3 Rick Walters © 2009

Facilitation for Business Analysis F ili i fBi Ali Facilitation is a key activity and skill area in business analysis What are the roles and What is meant What skill sets by facilitation, responsibilities are needed for when is it used of the the facilitator facilitator f 4 Rick Walters © 2009

Objective of Presentation Knowledge Levels Mentor Teach Provide speaking knowledge level of the range of Ld Lead facilitation roles and competencies for Business Analysis y Do Speak 5 Rick Walters © 2009

Business Engagement Planning for Events through the Project Life-cycle Business Business Users User Involvement Meetings Workshops Business Requirements Demos Application Requirements Process Definition Testing / Pilot Use Evaluation and Review Training T ii Application Requirements l Project Team Analyze Design Build Test Deploy Support Solution Development & Delivery Process Stages Of Contact Awareness Understanding Installation Adoption Institutionalization Adoption 6 Rick Walters © 2009

Facilitated Sessions - Examples F ilit t d S i E l Requirements Workshop Data Transformation and Mapping Planning A cross-functional effort facilitated cross- The workshop is facilitated by a by an analyst to gain agreement team member or ideally by an ideally, between business process users, experienced, neutral facilitator A facilitator. business process champions, Scribe (also known as a Recorder) data record business owners, documents the business data administrators, requirements elicited as well as operations groups and any outstanding issues. A business the subject matter database analyst may be the Facilitator or experts the Scribe in these workshops. In on the plan to accomplish the data situations where the business migration Th purpose is t id tif i ti The i to identify analyst is a subject matter expert data issues, business rules issues and a framework for moving data on the topic, the business analyst from a current system to the new may serve as participant in the business solution with minimal workshop. workshop disruption t th users. ( di ti to the (pg 106) BABOK v1.6 10 Rick Walters © 2009

Well-run workshops are considered one of the most effective ways to deliver high quality requirements q quickly. They p y y promote trust, mutual understanding, , g, and strong communications among the project stakeholders and project team and produce deliverables that structure and guide future analysis. BABOK v1.6 pg 84 11 Rick Walters © 2009

Focus QQuestion 1: What are some workshopsp or training sessions that you have led or attended that you remember well, you felt they went very well During or afterwards What are the indicators of a ▫ What do people say highly successful facilitated ▫ How do they feel session ▫ What do they do 12 Rick Walters © 2009

Roles and Responsibilities Group Dynamics Process / Structure • Establish a p j professional and objective Clarify the stakeholder’s needs, and the Cl if th t k h ld ’ d d th • tone for the meeting purpose of the workshop • Enforce discipline, structure and Identify critical stakeholders who should • ground rules for the meeting participate in the workshop • Introduce the goals and agenda for the Define the workshop’s agenda meeting • • Manage the meeting and keep the Determine what means will be used to • team on track document the output of the workshop • Facilitate a process of decision making Schedule the S h d l th session(s) i () • and build consensus but avoid Arrange room logistics and equipment participating in the content of the • discussion Send materials in advance to prepare the • • Ensure that all stakeholders participate p p attendees and increase productivity at the meeting and have their input heard • Ask the right questions, analyze the Conduct pre-workshop interviews with • information being provided at the attendees session by the stakeholders, and y Elicit, Eli it analyze and document l dd t • follow-up with probing questions, if requirements necessary BABOK v1.6 13 Rick Walters © 2009

Di Dimensions of Facilitation C i f F ili i li Complexity Group Dynamics Large Group Culture Community Small Group Organization Work Group One-on-One Process / Structure Interview / Training or Meeting M ti Focus Group Workshop 14 Rick Walters © 2009 Rick Walters © 2009

Iil In its loosest d fi i i definition, a f ili facilitator i is: Any person who jumps up during a Any person who jumps up during a meeting and starts writing key points on a chalkboard as they are being discussed. Or someone who Or someone who Or even a participant who puts up a hand and suggests that they find suggests that the suggests that the out a little about each participants focus on other, or agree on how gp a single problem. they re they're going to make decisions. Basic Facilitation Skills Primer, 2002 16 http://www.iaf-world.org/i4a/pages/index.cfm?pageid=3387 Rick Walters © 2009

Working definition . . . [Preparation and During] • A facilitator is someone who uses knowledge of group processes to formulate and deliver the needed structure for meeting interactions to be effective. [During] [ ] • The facilitator focuses on effective processes (meeting dynamics) allowing the participants to focus on the content or the substance of their work together. Basic Facilitation Skills Primer, 2002 19 http://www.iaf-world.org/i4a/pages/index.cfm?pageid=3387 Rick Walters © 2009

4.3 Brainstorming - .4 Process 1 Prepare for 2 Conduct Brainstorming 3 Wrap-up the Brainstorming session brainstorming •Develop a clear and •Share new ideas without •Once the time limit is concise definition of the any discussion, reached, using the pre- area of interest criticism or evaluation determined evaluation criteria, discuss and •Determine a time limit •Visibly record all ideas y evaluate the ideas for the group to •Encourage participants generate ideas, the Create a condensed list to be creative, share larger the group, the of ideas, combine ideas exaggerated ideas, and more time required q where appropriate, and pp p , build on the ideas of eliminate duplicates •Decide who will be others included in the session •Rate the ideas. There •Don’t limit the number and their role — are many techniques of ideas as the goal is participant or facilitator. that can be used to to elicit as many ideas prioritize the ideas, •Aim for participants as possible within the e.g., multi-voting (ideally 6 to 8) topic time period •Distribute the final list •Establish criteria for of ideas to appropriate evaluating and rating l ti d ti parties the ideas 21 Rick Walters © 2009

Certification Programs • Certified Professional Facilitator ▫ IAF – International Association of Facilitators ▫ Example qualifications 7 sessions as lead facilitator over past 3 years 6 competency categories, 18 sub-categories Live evaluated assessment session http://www.iaf-world.org • Certified Master Facilitator ▫ INIFAC - International Institute for Facilitation ▫EExample qualifications l lifi ti 30 sessions (different organizations or departments) over past 3 years. 5 Client recommendation letters Video Vid taped session d i http://www.inifac.org/index.htm 6 competency categories, 30 sub-competencies 23 Rick Walters © 2009

Focus Questions & Event Plan • IAF A1. Develop consensus on tasks, deliverables, roles & responsibilities • B1 Facilitator asks the questions to assess a client B1. need and gains agreement with the client on the relevant scope and products. • IAF A2. Create appropriate designs to achieve intended outcomes • B2. Facilitator plans and prepares for the session effectively and collaboratively. ff i l d ll b il 24 Rick Walters © 2009

Business Engagement Planning for Events through the Project Life-cycle Business Business Users User Involvement Meetings Workshops Business Requirements Demos Application Requirements Process Definition Testing / Pilot Use Evaluation and Review Training T ii Application Requirements l Project Team Analyze Design Build Test Deploy Support Solution Development & Delivery Process Stages Of Contact Awareness Understanding Installation Adoption Institutionalization Adoption 25 Rick Walters © 2009

Priorities Planning Process Before During After “Gather Inputs & Summarize” “Review, dialogue, decide” “Align, refine, deploy” • Meet with teams • 2007 Landscape • Teams – Needs and must do’s for 2007 –Stakeholder inputs & Trends – Flesh out priorities, projects and metrics at team level • Meet with key stakeholders • 2010 Vision – How do we help • Leadership Team the company double – 2007 outlook & needs (same, revenue? adjust, new) – Add metrics – How can we help – Review against company objectives. (Nov, Dec) – Doing well, do better • 2006 Progress and Learning – Finalize for January roll-out • 2010 Homework (worksheets) • 2007 Themes / Priorities –On-track, Adjust, New • Initiative Leader Summaries – Key accomplishments • 2007 Organizational Initiatives – Institutionalized / O ti li d? Operationalized? – Continue 2007? Span time 1 months 2 Day Offsite Span time 2 months 27 Rick Walters © 2009

Knowing multiple techniques • Methodologies ▫ IAF E2. Understand a variety of group methods and techniques ▫ F2. Facilitator knows and uses multiple techniques and tools for problem solving and decision-making. 28 Rick Walters © 2009

Structured processes for group meetings. BABOK Process Outline Brainstorming • Purpose • Description • Intended Audience • Process • Usage Considerations 11 Techniques in BABOK. 24 tools in the Memory Jogger II 29 Rick Walters © 2009

4.10.4.1.2 Ensure that all h ll Knowing multiple stakeholders participate techniques and have their input heard • Participatory Methods (Group Dynamics) ▫ IAF C1. Apply a variety of participatory l f processes ▫ IAF C2. Create a climate of C2 C li f safety and trust ▫ D2. Facilitator creates and maintains a safe environment for people to speak openly without fear of retribution retribution. 31 Rick Walters © 2009

Ways to enable participation • Write own thoughts down first • Small group discussion • R l of brainstorming Rules f b i i • Go around table on objective questions • Call on • Cards / post-its 32 Rick Walters © 2009

Behind the Cards and Post-its Post- • Capture input from everyone • Level the playing field • Stimulate objective dialogue and understanding • Make patterns visible • Provide flexibility 34 Rick Walters © 2009

IAF B2 Prepare time and space to support B2. group process • Arrange physical space to support the purpose of the meeting • Plan effective use of time • Provide effective atmosphere and drama for sessions 36 Rick Walters © 2009

IAF D1. Establish clear context D1 • Managing focus, time and energy - adapting ▫ Agenda planning and timing Sequence ▫ Adjusting to emerging needs or tangents ▫ Adjusting to content and time • The right answer ▫ Boundaries and context setting Decision styles and processes: building consensus Collaborative decision with single decider ▫ Trusting the process, honoring the group 37 Rick Walters © 2009

Rick’s Key Learnings Rick s How many people, how much time, what setting Clarify the before, during and after activities Understand the boundaries and decision processes Identify the fundamental focus question(s) Prepare the context It is about the dialogue, not getting through It i b t th di l t tti th h the agenda 38 Rick Walters © 2009

Knowledge and Skill Builders •Basic team leader and member skills classes •Basic communications skills classes Skills Training •Train-the-Trainer certifications •Facilitation methods and skills •Consulting Skills classes l k ll l •BPM and Reengineering •SLC methodologies (Object Engineering, Agile, DSDM, etc.) •Organization design, self-directed teams design, design for Methodologies empowerment (Books and •Participatory strategic planning frameworks and methods training) •Project management •Customer focus theories and methods •Organization change management theory, processes and tools Observation of other instructors and workshop leaders 40 Rick Walters © 2009

Key learning points: Kl i it Courses Key Learning Points • Team and group dynamics • Basic team leader ▫ Charter, mission and member skills ▫ Guidelines, values • Basic ▫ Roles and responsibilities • Basic communications skills classes communications ▫ Communication styles skills ▫ Active listening • Presentation skills ▫ Giving feedback • Group processes • Train-the-Trainer ▫ Problem Solving certifications ▫ D ii Decision M ki Making • Presentation skills • Facilitation ▫ Public speaking methods and ▫ Video feedback skills ▫ Presentation aids: flip chart, overhead • Consulting Skills • Collaborative processes 41 Rick Walters © 2009

Books Bk • Work Teams That Work: Skills for • Business Process Improvement: Managing Across the Organization The Breakthrough Strategy for - Anthony R. Montebello Total Quality, Productivity, and Competitiveness – H. James Harrington • Winning Through Participation: Meeting the Challenge of • Developing Object-Oriented Corporate Change With the Software: An Experience-Based Technology of Participation – Approach – IBM Laura J. Spencer • Memory Joggers • Applied Strategic Planning: How to Develop a Plan That Really Works – ▫ The Memory Jogger II: A Leonard Goodstein (Author), Timothy Desktop Guide of Tools for Nolan (Author), J. William Pfeiffer Continuous Improvement and Effective Planning (Paperback) • Flawless Consulting: A Guide to ▫ The Team Memory Jogger Getting Your Expertise Used – g p Peter Block 44 Rick Walters © 2009

Facilitation Skills for Business Analysis PRESENTATION NOTES Key points, tips, insights for effective facilitation 46 Rick Walters, Dallas, TX (972) 416-6147 http://www.linkedin.com/in/rgwalters Rick Walters © 2009

20090219 Iiba Facilitation Skills For Business Analysis

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