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BA and Beyond 18 - Adrian Reed - And then the magic happens

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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.

Published in: Business
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BA and Beyond 18 - Adrian Reed - And then the magic happens

  1. 1. “And then the magic happens” What BAs can learn from the world of magic Adrian Reed adrian.reed@blackmetric.co.uk @UKAdrianReed
  2. 2. What/ How? Why?Why?
  3. 3. “Magic for Magicians”
  4. 4. “Analysis for Analysts”
  5. 5. “Project” “We’ve already chosen a solution” “The vendor says it’s ‘lift and drop’” “We haven’t allocated any budget…” “And we need it next month…”
  6. 6. “And then the magic happens!”
  7. 7. What/ How? Why?
  8. 8. Trick (Design & Execution) Constraints Constraints Magicians Assistants Set Designers Audience Insight Audience (Some friendly, some disruptive!) Outcome/Effect Define Effect Design, Build & Test Trick Perform
  9. 9. Project Constraints Constraints BAs Solution Designer Subject Matter Experts Users Other Stakeholders Stakeholders (Some friendly, some disruptive!) Outcome/Effect Define Outcome & Reqs DeliverDesign, Build & Test
  10. 10. Trick (Design & Execution) Constraints Constraints Magicians Assistants Set Designers Audience Insight Audience (Some friendly, some disruptive!) Outcome/Effect
  11. 11. The Berglas Effect: Constraints Yet it has been performed thousands of times!?!
  12. 12. What if it was 1 week later but half the cost? What if we delivered incrementally? What if it was a month sooner but lower quality?
  13. 13. Project Business Unit Organisation Domain The BA Berglas Effect Constraints, Opportunities, Threats Constraints, Opportunities, Threats Constraints, Opportunities, Threats
  14. 14. Trick (Design & Execution) Constraints Constraints Magicians Assistants Set Designers Audience Insight Audience (Some friendly, some disruptive!) Outcome/Effect Define Effect Perform Design, Build & Test Trick
  15. 15. It’s not just the effect, what they see, it’s also what they experience during the trick, and the way that they feel when the trick is over. The illusion, often that’s the easy part—the art is in the whole performance.
  16. 16. Projects are about more than the immediate change. It’s also about the way we get there…and what is left after.
  17. 17. Outcome/Effect Problem / OpportunityCustomer Financial Internal processes Innovation “Sustain”
  18. 18. Outcome From Whose Perspective? User Customer Owner Beneficiary Who uses the end product? (Economic Customer ) Who pays? Who owns and maintains the product? Who benefits?
  19. 19. Outcome + Outcome/Effect See/Hear? Feel? Remember?
  20. 20. Outcome + User Customer Owner Beneficiary Financial Customer Internal Processes Innovation “Sustain” User Customer Owner Beneficiary See/Hear Feel Remember Desired Outcomes Desired Project Experience
  21. 21. “Magic” Outcome Elicitation: Cold Reading Barnum Statements Fuzzy Fact Greener Grass Veiled Question … Can be flipped/reversed and used (* openly, with rapport)
  22. 22. Trick (Design & Execution) Constraints Constraints Magicians Assistants Set Designers Audience Insight Audience (Some friendly, some disruptive!) Outcome/Effect Define Effect Perform Design, Build & Test Trick
  23. 23. There are many ways of achieving an effect
  24. 24. Three ways to make something vanish: PER Prevent Embrace Rectify Do our stakeholders always consider different options when wanting a problem to vanish?
  25. 25. Trick (Design & Execution) Constraints Constraints Magicians Set Designers Audience Insight Audience (Some friendly, some disruptive!) Outcome/Effect Define Effect Perform Design, Build & Test Trick
  26. 26. Audience Management
  27. 27. The willing saboteur! Overt Subtle
  28. 28. Trick (Design & Execution) Constraints Constraints Magicians Set Designers Audience Insight Audience (Some friendly, some disruptive!) Outcome/Effect Define Effect Perform Design, Build & Test Trick
  29. 29. It’s all in the performance...
  30. 30. “Always leave them wanting more” * Analysis
  31. 31. ?
  32. 32. • Where in your organisation are your business analysts located ? • How are you adding value? • Where do you think the BA adds most value? • How do we measure that value? www.blackmetric.co.uk

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