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Business analyst professional day 2019

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5 things all business analysts should know.
Delivered to IIBA professional day in Melbourne October 2019

Published in: Business
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Business analyst professional day 2019

  1. 1. 5 things every Business Analyst should know Business Analyst Professional Day 24th October 2019 craig@everest.engineering
  2. 2. What can we do with 2 hours?
  3. 3. 0. The context 1. Planning for success 2. Understanding Value 3. Modelling Problems and Solutions 4. Measuring Progress & Making an Impact 5. Feedback systems Table of contents
  4. 4. A story How did we end up here?
  5. 5. 0. The context 1. Planning for success 2. Understanding Value 3. Modelling Problems and Solutions 4. Measuring Progress & Making an Impact 5. Feedback systems Table of contents
  6. 6. “Having lost sight of our objective, we redoubled our efforts.” Planning for success Charles Granger, HBR 1964
  7. 7. Learning Objective Be able to plan your contribution to creating valuable outcomes Understanding Value
  8. 8. Planning What, Who, When, How, Why Planning for success
  9. 9. Activity (What) 1. Map the Value stream your work contributes to. 2. Mark up high leverage points that will make the best impact 3. Note the action that could be taken to improve things Planning for success
  10. 10. Activity (What) 1. Map the Value stream your work contributes to. 2. Mark up high leverage points that will make the best impact 3. Note the action that could be taken to improve things Planning for success
  11. 11. Activity (Who) 1. List the stakeholders to your project/initiative 2. Identify their stake, their goals and their fears 3. Note who is aligned and in conflict with your project goals Planning for success
  12. 12. Activity (When) Given the motivations of your customers, organisation, stakeholders, which is the right move to make now? Why this one? Why now? What are the implications of this? Planning for success
  13. 13. Activity (How) Where does your project sit in this landscape? Diagnose the context & plan accordingly Planning for success
  14. 14. Activity (Why) 1. What is the story you will tell to enlist people on this journey? 2. What is the story you will tell to align people’s vision? 3. What is the story people will share after your project is done? Planning for success
  15. 15. Reflection What insight did this activity generate? How will you change your practice? Planning for success
  16. 16. 0. The context 1. Planning for success 2. Understanding Value 3. Modelling Problems and Solutions 4. Measuring Progress & Making an Impact 5. Feedback systems Table of contents
  17. 17. I am rare, and there is value in all rarity; therefore, I am valuable. Og Mandino, The Greatest Salesman in the World Understanding Value
  18. 18. Learning Objective Be able to consistently speak clearly about value that you are creating. Understanding Value
  19. 19. A taxonomy What are you working on today? Use this model to describe the value.
  20. 20. A reflection What value does this workshop provide for you? What is the Value of this IIBA professional day to you? What is the value of the IIBA to you? What is the value of your project to the target users? What is the value of your project to your employer? What value do various stakeholders get from this project? What value do you provide to your team?
  21. 21. A reflection What value does this workshop provide for you? What is the Value of this IIBA professional day to you? What is the value of the IIBA to you? What is the value of your project to the target users? What is the value of your project to your employer? What value do various stakeholders get from this project? What value do you provide to your team?
  22. 22. Activity Tell your value story Understanding Value
  23. 23. Reflection 1. What insight did this activity generate? 2. How will you change your practice? Planning for success
  24. 24. 0. The context 1. Planning for success 2. Understanding Value 3. Modelling Problems and Solutions 4. Measuring Progress & Making an Impact 5. Feedback systems Table of contents
  25. 25. This modeling thing, it's pretty easy, but actually it's also really tough. Cara Delevingne Modeling
  26. 26. Learning Objective Develop an understanding of the strengths and weaknesses of different modelling techniques and how they help teams succeed. Modeling
  27. 27. Discussion Where is the boundary between problem and solution? Modeling
  28. 28. All models are wrong but some are useful. George Box Modeling
  29. 29. All models are wrong Model Storming Model the problem + = + Great Modeling
  30. 30.  A day in the life  Activity diagram  Class diagram  Concept maps  Context diagram  Communication flow  Component diagram  Data models  Flowchart  Lists  Mind maps  Narratives  Object diagram  Process model  RACI  Relationship diagrams  Sketching Screens  State diagram  Stories  Story maps  Time sequences  Use Cases  User Journey  User stories  Venn diagrams What are the strengths and weaknesses of each of these models?
  31. 31. All models are wrong Model Storming Model the problem + = + Great Modeling
  32. 32. Remember, BA is also the abbreviation for band-aid. Scott Amlbler Modeling
  33. 33. Model Storming Collaborative Brief Just in time AgileModeling.com
  34. 34. Agile Modeling Effective Practices for Modeling and Documentation AgileModeling.com
  35. 35. All models are wrong Model Storming Model the problem + = + Great Modeling
  36. 36. Love the problem, not the solution. Ash Maurya
  37. 37. What are we trying to do with a model? Let’s discuss
  38. 38. All models are wrong Model Storming Model the problem + = + Great Modeling
  39. 39. 0. The context 1. Planning for success 2. Understanding Value 3. Modelling Problems and Solutions 4. Measuring Progress & Making an Impact 5. Feedback systems Table of contents
  40. 40. It’s 2011… “I am on a drug – it's called Charlie Sheen. It's not available because if you try it, you will die. Your face will melt off and your children will weep over your exploded body.”
  41. 41. It’s 2011… #tigerblood
  42. 42. It’s 2019 now and things are much more mature
  43. 43. JTBD Activity
  44. 44. Impact Mapping Activity
  45. 45. 0. The context 1. Planning for success 2. Understanding Value 3. Modelling Problems and Solutions 4. Measuring Progress & Making an Impact 5. Feedback systems Table of contents
  46. 46. I can grow as a leader only if I'm willing to accept feedback. Jennifer Hyman Feedback
  47. 47. Learning Objective Recognize the feedback systems we have today and take action to improve them. Feedback
  48. 48. We all know how important feedback is on the products and services we create. Feedback
  49. 49. We can probably do better measuring them. Feedback
  50. 50. But, today… Feedback
  51. 51. When was the last time you got feedback on your performance? Let’s look at feedback on our personal performance
  52. 52. Activity Write down the last three pieces of professional feedback you received. Feedback
  53. 53. Activity Sketch a framework for where you can reach deeper for feedback. Feedback
  54. 54. When do we take on feedback & When do we ignore it? Own your own feedback.
  55. 55. 0. The context 1. Planning for success 2. Understanding Value 3. Modelling Problems and Solutions 4. Measuring Progress & Making an Impact 5. Feedback systems Table of contents

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