Presented by Joe Newbert
IIBA Chapter Meeting in Cape Town
25 March, 2010
25 March 2010 © www.businesschange.co.za 1

Contemporary Congestion
 Flexible constraints on projects delivery . What gives?
 Buzzwords and brands. Silver Bullets?
 Need to get back to basics. What are the fundamentals?
25 March 2010 © www.businesschange.co.za 2

Sun Tzu Lionel Giles
 Ancient General and Strategist  Victorian Scholar and Translator (1875-1958)
 Believed to have Authored the Art Of War  Curator of Oriental Manuscripts, British Museum
 Influential treatise on military tactics  1910 Translation of Sun Tzu’s The Art Of War
25 March 2010 © www.businesschange.co.za 3

Business Change BOK v500BC
 The Art of War is divided into 13 Chapters
 Derived a set of strategic rules for Business Analysts
 Value is to simplify the complexity of strategic thinking
25 March 2010 © www.businesschange.co.za 4

Sun Tzu Business Change
• Enemy • The Situation
• Battlefield • Business Operations
• Commander / General • Project leaders
Hitchhikers Guide to Terminology
 Context is King
 Illustration of military terms applied to the (hopefully) less blood
stained battlefield of Business Change
25 March 2010 © www.businesschange.co.za 5

始計，始计
1. Laying Plans Think before do
Chapter Summary: Translation:
Explores the fundamental factors that  The art of war is of vital importance to the State. It is a matter
define a successful outcome. By of life and death, a road either to safety or to ruin. Hence it is
thinking, assessing and comparing a subject of inquiry which can on no account be neglected.
these points you can calculate a  The art of war, then, is governed by five constant factors, to be
victory, deviation from them will taken into account in one’s deliberations, when seeking to
ensure failure. Remember that war is determine the conditions obtaining in the field. These are:
a very grave matter of state. i. the Moral Law;
ii. Heaven;
Strategic Rules: iii. Earth;
1) Think before do iv. The Commander;
2) Evaluate business options v. method and discipline.
3) Look for strategic turns  These five heads should be familiar to every general: he who
knows them will be victorious; he who knows them not will
fail.
25 March 2010 © www.businesschange.co.za 6

Business Analysis Commentary - Laying Plans
Think Before Do BA Toolkit
 Successful Business Change is critical to organisational strategy  External Analysis
 Clearly define the problem before seeking a solution – Porters 5 Forces
 Business Change Parallels: – PESTLE Analysis
– Moral influence means spirit of vision (mission, goal)  Internal Analysis
– Weather equates to outside forces (market, dependencies) – MOST
– Terrain in the scene of action (people, place, product, process) – Resource Audit
– Commander is leadership (Sponsor, BA) – Boston Box
– Doctrine is guiding principles (culture, policies, methods)  RAID Analysis
 Analysis must be driven by the need to improve operations  Stakeholder Maps
 Go beyond the current situation & dig into underlying causes  SWOT Analysis
 Assessment before the plan is often ignored in the rush to action
“Resist the pressure to ‘start coding now!’; a careful strategic assessment is the foundation of
successful business change.”
25 March 2010 © www.businesschange.co.za 7

作戰，作战
2. Waging War Secure the Business Case
Chapter Summary: Translation:
Explains how to understand the  In the operations of war, where there are in the field a
economy of war and how success thousand swift chariots, as many heavy chariots, and a
requires making the winning play, hundred thousand mail-clad soldiers, with provisions enough
which in turn, requires limiting the cost to carry them a thousand Li, the expenditure at home and at
of competition and conflict. the front, including entertainment of guests, small items such
as glue and paint, and sums spent on chariots and armour, will
Strategic Rules: reach the total of a thousand ounces of silver per day. Such is
the cost of raising an army of 100,000 men.
4) Secure the Business Case
 Again, if the campaign is protracted, the resources of the State
5) Make time your ally will not be equal to the strain.
6) Everyone must profit  The skillful soldier does not raise a second levy, neither are his
7) Know your craft supply-wagons loaded more than twice.
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Business Analysis Commentary - Waging War
Secure the Business Case BA Toolkit
 Funds must be available before the project  Work Breakdown Structure
 Estimate the required resources (people, time and materials)  Cost / Benefit Analysis
 Ensure the budget forecast is accurate – Tangible / Intangible
– Too little funding is insufficient – Immediate / Longer Term
– Excess funding is wasteful of allocated resources  Investment Appraisal
 Execution of action in line with the plan is paramount, delay of – Payback Calculation
delivery will strain the available resources – Net Present Value
 Do not become an Oliver Twist: “Please Sir, can I have some – Internal Rate of Return
more?”
 When resources are depleted and cannot be replenished, the
organisation goes bankrupt
“Propose a course of action, analyse the tangible and intangible costs and benefits, and secure
the business case to attain sufficient resources.”
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謀攻，谋攻
3. Attack by Stratagem Beware of ‘High Level Dumb’
Chapter Summary: Translation:
Defines the source of strength as  Now the general is the bulwark of the State; if the bulwark is
unity, not size, and the five complete at all points, the State will be strong; if the bulwark
ingredients that you need to succeed is defective, the State will be weak. There are three ways in
in any war. which a ruler can bring misfortune upon his army:
i. By commanding the army to advance or to retreat,
Strategic Rules: being ignorant of the fact that it cannot obey. This is
8) Win without fighting called hobbling the army.
9) Strength Against Weakness ii. By attempting to govern an army in the same way as
he administers a kingdom, being ignorant of the
10) Beware of ‘High Level Dumb’  conditions which obtain in an army. This causes
11) Obey Fundamental Principles restlessness in the soldier’s minds.
iii. By employing the officers of his army without
discrimination, through ignorance of the military
principle of adaptation to circumstances. This shakes
the confidence of the soldiers.
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Business Analysis Commentary - Attack by Stratagem
Beware of ‘High Level Dumb’ BA Toolkit
 Those who are not at the scene of action and do not know  Organisational Context
what is happening should not give orders – Domain knowledge
 Ensure the information current (current = flow and recent!) – Sociocultural
 Each area should be managed by those with extensive – Policies & Procedures
experience in that area  Business Rules
 No two situations are alike, beware ‘canned’ approaches – Facts
 Rules established at Head Office should not necessarily apply – Assumptions
to every distant operation – Constraints
 Elicit facts and eliminate assumptions; make the tacit explicit.  Behaviour
 Differentiate constraints from guidelines. – Analysis by walking
– Method Analysis (hands-on)
“Avoid acting without full knowledge of the situation. Don’t resist new data that may cause
change. Ask the right questions, or the answers make no difference.”
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軍形，军形
4. Tactical Dispositions Use Data to Focus Efforts
Chapter Summary: Translation:
Explains the importance of defending  In respect of military method, we have, firstly, Measurement;
existing positions until you can secondly, Estimation of quantity; thirdly, Calculation; fourthly,
advance them and how you must Balancing of chances; fifthly, Victory.
recognize opportunities, not try to  Measurement owes its existence to Earth; Estimation of
create them. quantity to Measurement; Calculation to Estimation of
quantity; Balancing of chances to Calculation; and Victory to
Strategic Rules: Balancing of chances.
12) Be Invincible  A victorious army opposed to a routed one, is as a pound’s
13) Attain Strategic Superiority weight placed in the scale against a single grain.
14) Use Data to Focus Efforts  The onrush of a conquering force is like the bursting of pent-
up waters into a chasm a thousand fathoms deep. So much for
tactical dispositions.
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Business Analysis Commentary - Tactical Dispositions
Use Data to Focus Efforts BA Toolkit
 Business Change Parallels:  Current Situation
1. Measurement means scope (business, solution, project) – Problems & Opportunities
2. Estimation of Quantity means size of task (work – As-is modelling
breakdown and effort)
 Strategy, Goals & Objectives
3. Calculation is schedule, resources and costs
4. Balancing of chances is evaluation of solution option  Business System Options
(Risks, Issues, Financial Analysis) – To-be (incl. Status Quo)
5. Victory is the chosen Business System Option. – Recommendation
 Business System Options must consider key performance  Solution Assessment
areas and projected business benefit (benchmark)
– Financial Analysis
 Create a measurement system to align tasks, focus efforts,
monitoring progression and track delivery. – RAID & Impact Analysis
 Decision Making
“Determine the business, technical and financial feasibility options. Consider organisational
benefit versus impact & risks. Weigh, decide and communicate.”
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兵勢，兵势
5. Energy Build a Sound Organisational Structure
Chapter Summary: Translation:
Explains the use of creativity and  The control of a large force is the same in principle as the
timing in building your momentum. control of a few men: it is merely a question of dividing up
their numbers.
Strategic Rules:  Fighting with a large army under your command is nowise
15) Build a sound organisation different from fighting with a small one: it is merely a question
structure  of instituting signs and signals.
16) Apply extraordinary force
17) Coordinate momentum and
timing
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Business Analysis Commentary - Energy
Build a Sound Organisational Structure BA Toolkit
 Create logical structures focused on achieving customer  Organisational Context
delivery – the reason for organisational existence – Marketplace
 Define teams and roles to support the organisational goals – Domain knowledge
 Encourage collaboration: are divisions set-up to participate  Organisational Modelling
with one another? Or are divisions, divisions?! – Organisation Charting
 Is there a supportive management approach? – Job Descriptions
 Clear communication channels (functional, project, matrix) – Performance Management
 Pay attention to process efficiencies: work flow can contain  Business Process Modelling
delays, bottlenecks and introduce errors. – Scenario planning
 Cater for strengths and weaknesses of individuals; put the – Case Simulation
best people in the best place  Coaching & Mentoring
* Principles apply to Business Operations and Project Team
“Establish an organisation where tasks are managed, people supported and results achieved.
Institutionalise customer delivery.”
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虛實，虚实
6. Weak Points and Strong Seek knowledge
Chapter Summary: Translation:
Explains how your opportunities come  Knowing the place and the time of the coming battle, we may
from the openings in the environment concentrate from the greatest distances in order to fight.
caused by the relative weakness of  But if neither time nor place be known, then the left wing will
your enemy in a given area be impotent to succour the right, the right equally impotent to
succour the left, the van unable to relieve the rear, or the rear
to support the van.
Strategic Rules:  Rouse him, and learn the principle of his activity or inactivity.
18) Take the initiative Force him to reveal himself, so as to find out his vulnerable
19) Plan Surprise spots.
 Carefully compare the opposing army with your own, so that
20) Gain Relative Superiority you may know where strength is superabundant and where it
21) Seek knowledge  is deficient.
22) Be Flexible  In making tactical dispositions, the highest pitch you can attain
is to conceal them; conceal your dispositions, and you will be
safe from the prying of the subtlest spies, from the
machinations of the wisest brains.
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Business Analysis Commentary – Weak Points and Strong
Seek Knowledge BA Toolkit
 Clearly define the problem before seeking a solution  Investigation techniques
– Those who know where and when the battle will be fought – Questionnaires / Survey
can focus their efforts at the right point – Interview
– When problems and root causes are unknown, focus may – Workshop
be misaligned and effort expended with no gain. – Observation / Method
 Analyse the current situation to learn strengths and Analysis
weaknesses
– Scenario Analysis
 Watch what is happening and, equally, what is not happening
– Prototyping
 Probe and stir to determine to cause and affect
 Benchmark against standards and respond appropriately
 Knowledge helps reduce assumptions and mitigate risk
Explore the course of business events, exhaust scenarios and probe boundaries. Include the
exceptional, what if? Know every facet of operations and performance .
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軍爭，军争
7. Manoeuvring Develop Effective Communications
Chapter Summary: Translation:
Explains the dangers of direct conflict  The Book of Army Management says: On the field of battle,
and how to win those confrontations the spoken word does not carry far enough: hence the
when they are forced upon you. institution of gongs and drums. Nor can ordinary objects be
seen clearly enough: hence the institution of banners and
Strategic Rules: flags.
23) Manoeuvre to gain the  Gongs and drums, banners and flags, are means whereby the
advantage ears and eyes of the host may be focused on one particular
point.
24) Achieve the Critical Mass
 The host thus forming a single united body, it is impossible
25) Deceive your competitor either for the brave to advance alone, or for the cowardly to
26) Develop Effective retreat alone. This is the art of handling large masses of men.
Communications 
27) Gain the Mental Advantage
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Business Analysis Commentary - Manoeuvring
Develop Effective Communications BA Toolkit
 Have a method for clear communication:  Stakeholder Analysis
– What is the message? – Interests / Stake
– Why is it important? – Communication Preferences
– Who is the target?  Communication Methods
– Who is the messenger? – Minutes, Reports
– How is the message sent? – Meetings, Road Shows
– When will it be sent? – Websites, Podcasts
 Do not use the same communications for every situation  Work Package Formats
 Not all messages are received in the same manner  Approval Mechanisms
 Good news may only need to be delivered once  Change Management
 Seek Project Team consensus to generate momentum
“Engage stakeholders and tailor communication plans to individuals and groups. Prepare
decision packages based on the purpose and audience.”
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九變，九变
8. Variation in Tactics Avoid the Faults of Leadership
Chapter Summary: Translation:
Focuses on the need for flexibility in  There are five dangerous faults which may affect a general:
your responses. It explains how to i. Recklessness, which leads to destruction;
respond to shifting circumstances ii. cowardice, which leads to capture;
successfully.
iii. a hasty temper, which can be provoked by insults;
iv. a delicacy of honour which is sensitive to shame;
Strategic Rules:
v. over-solicitude for his men, which exposes him to
28) Consider Tactical Options worry and trouble.
29) Prepare adequate Defences  These are the five besetting sins of a general, ruinous to the
30) Avoid the faults of Leadership  conduct of war.
 When an army is overthrown and its leader slain, the cause
will surely be found among these five dangerous faults. Let
them be a subject of meditation.
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Business Analysis Commentary – Variation in Tactics
Avoid the Faults of Leadership BA Toolkit
 Flaws in the personal qualities of the Business Analyst will  Emotional Intelligence (EQ)
cause opportunities to be lost.  Behavioural skills
 Business Change Parallels: – Relationship building
1. Recklessness means gung-ho, which lacks thought and – Communication
empathy
– Listening
2. Cowardice refers to ‘analysis from desk’ which stinks of
– Influencing
the hypothetical and assumption
– Leadership
3. A hasty temper demonstrates frustration or rejection of
critique, that exposes chinks in the armour – Patience
4. Delicacy of honour is being afraid to ask the ‘obvious’ or  Techniques
‘stupid’ question for sake of shyness or embarrassment – Facilitation
5. Over solicitude means too much care to detail, beware – Negotiation
‘analysis paralysis’ quicksand
“Have ego-strength (and I don’t mean a big-head!). BA’s need self confidence, be able to
endure stress and sustain belief in their position. BA’s mustn’t bruise easily. ”
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行軍，行军
9. The Army on the March Perform professionally
Chapter Summary: Translation:
Describes the different situations in  If soldiers are punished before they have grown attached to
which you find yourselves as you you, they will not prove submissive; and, unless submissive,
move into new enemy territories and they will be practically useless. If, when the soldiers have
how to respond to them. Much of it become attached to you, punishments are not enforced, they
focuses on evaluating the intentions will still be useless.
of others.  Therefore soldiers must be treated in the first instance with
humanity, but kept under control by means of iron discipline.
Strategic Rules: This is a certain road to victory.
31) Occupy Strong Natural Positions  If in training soldiers commands are habitually enforced, the
32) Always seek the High ground army will be well-disciplined; if not, its discipline will be bad.
33) Make an estimate of the  If a general shows confidence in his men but always insists on
situation his orders being obeyed, the gain will be mutual.
34) Perform Professionally
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Business Analysis Commentary – The Army on the March
Perform Professionally BA Toolkit
 Build relationships with the Business Stakeholders and Project  Relationship Building
Team members alike – Active listening
– Listen with purpose; understand them; don’t expect them – Empathy
to understand you. – Appreciation for perspectives
– Take a genuine interest, respect time, energy and space.  Political Awareness
 Trust and confidence must be mutual, otherwise opinions,
 Professionalism
ideas and instructions may not be shared or fall on deaf ears
 Leadership
 Establish professional / work standards and communicate
clearly,:  Key Performance Management
– Set-up performance benchmarks as a baseline – Benchmarking
– Feedback praise and criticism based on achievements – Performance Management
– Apply the same standards to everyone; no favourites – Coaching
“Rapport breeds trust, trust builds solidarity when times need. Maintain personal discipline, set
the bar and lead by demonstration to achieve results.”
25 March 2010 © www.businesschange.co.za 23

地形
10. Terrain Know Yourself, Know Your Opponent
Chapter Summary: Translation:
Looks at the three general areas of  If we know that our own men are in a condition to attack, but
resistance (distance, dangers, and are unaware that the enemy is not open to attack, we have
barriers) and the six types of ground gone only halfway towards victory.
positions that arise from them. Each  If we know that the enemy is open to attack, but are unaware
of these six field positions offer that our own men are not in a condition to attack, we have
certain advantages and disadvantages. gone only halfway towards victory.
 If we know that the enemy is open to attack, and also know
Strategic Rules: that our men are in a condition to attack, but are unaware
35) Know Your Battlefield that the nature of the ground makes fighting impracticable,
36) Obey the Laws of Leadership we have still gone only halfway towards victory.
37) Fight Only Battles you Can Win  Hence the experienced soldier, once in motion, is never
bewildered; once he has broken camp, he is never at a loss.
38) Know Yourself, know your
opponent   Hence the saying: If you know the enemy and know yourself,
your victory will not stand in doubt; if you know Heaven and
know Earth, you may make your victory complete.
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Business Analysis Commentary - Terrain
Know Yourself, Know Your Opponent BA Toolkit
 Ensure that the right solutions are available and ready to  BA Competency Model
remedy the situation: – Behavioural qualities
– Match people and / or tools for the right job. – Tasks and Deliverables
– Ensure people are competent, skilled and trained – Techniques
– Secure support and raise enthusiasm – Business Knowledge
 Make sure that there is demand for your talent  Performance Evaluation
– Ensure training plans are supportive of career roadmap – Self-assessment
 Extend the theory by honing your skills to prepare for a variety – Peer / Client feedback
of different situations
 Competency Assessment
 Be ready and prepared to adapt tactics and tackle any task
 Development Plans
whole heartedly
“Skill-up: make your strengths stronger and shore up weaknesses – then practice, practice,
practice! Maintain your motivation and be ready to seize opportunity”
25 March 2010 © www.businesschange.co.za 25

九地
11. The Nine Situations Plan Coordinated Efforts
Chapter Summary: Translation:
Describes nine common situations (or  The skillful tactician may be likened to the shuai-jan. Now the
stages) in a campaign, from scattering shuai-jan is a snake that is found in the Ch’ang mountains.
to deadly, and the specific focus you Strike at its head, and you will be attacked by its tail; strike at
need to successfully navigate each of its tail, and you will be attacked by its head; strike at its
them. middle, and you will be attacked by head and tail both.
 Asked if an army can be made to imitate the shuai-jan, I
Strategic Rules: should answer, Yes. For the men of Wu and the men of Yüeh
39) Choose a favourable are enemies; yet if they are crossing a river in the same boat
Battleground and are caught by a storm, they will come to each other’s
assistance just as the left hand helps the right.
40) Shape your Opponents Strategy
 Hence it is not enough to put one’s trust in the tethering of
41) Make Victory the Only Option horses, and the burying of chariot wheels in the ground
42) Plan Coordinated Efforts   The principle on which to manage an army is to set up one
43) Press the Attack standard of courage which all must reach.
44) Learn Winning Ways  How to make the best of both strong and weak — that is a
question involving the proper use of ground.
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Business Analysis Commentary - The Nine Situations
Plan Coordinated Efforts BA Toolkit
 A united effort improves the likelihood for success  Business Benefit
– Foster actions that encourage co-operation – Goals
– Communicate actively to synchronise efforts – Objectives (SMART)
 Find the common ground in difficult situations
– Critical Success Factors
– Establish complimentary partnerships: one holds the
weapon, another the ammunition. – Key Performance Indicators
– Compromise and seek ‘win-win’ outcomes  Behavioural qualities
 It’s one thing having a position, it’s another conveying it – Communication
– Seek internal consensus of ideas before communicating – Influence
 Influence according to business goals, objectives and critical – Facilitation
success factors – Negotiation
 Think adept: facilitate and negotiate to navigate
“Bring shared purpose by focusing on the business benefit. Conflict is inevitable, plan for it,
don't shy away, it is a positive action that raises and addresses issues.”
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火攻
12. The Attack by Fire Consolidate your gains
Chapter Summary: Translation:
Explains the use of weapons generally  Unhappy is the fate of one who tries to win his battles and
and the use of the environment as a succeed in his attacks without cultivating the spirit of
weapon specifically. It examines the enterprise; for the result is waste of time and general
five targets for attack, the five types of stagnation.
environmental attack, and the  Hence the saying: The enlightened ruler lays his plans well
appropriate responses to such attack. ahead; the good general cultivates his resources.
Strategic Rules:
45) Be disruptive and Intrusive
46) Consolidate Your Gains 
47) Exercise Restraint
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Business Analysis Commentary - The Attack by Fire
Consolidate your gains BA Toolkit
 Projects are vehicles to deliver business change:  Post-Implementation Review
– Increase revenue – Project Review
– Reduce cost – Lessons Learned
– Improve customer service – Change Management
– Legal Compliance
 Benefits Management
 On time and on budget project delivery is subsequent to
realising business benefit. – Benchmarking
 Schedule review periods to re-evaluate the impact of change, – Data Analysis
measure results, plan and act – Impact Analysis
– Bolster successful areas  Scope Management
– Fortify or redesign less successful areas – Change Control / Requests
– Seek new opportunities for improvement
“Measure the situation before the change and don’t drop the project at implementation. Track
benefits against the business case and take supportive action.”
25 March 2010 © www.businesschange.co.za 29

用間，用间
13. The Use of Spies Establish an Active Intelligence System
Chapter Summary: Translation:
Focuses on the importance of  Thus, what enables the wise sovereign and the good general
developing good information sources, to strike and conquer, and achieve things beyond the reach of
specifically the five types of sources ordinary men, is foreknowledge.
and how to manage them.  Now this foreknowledge cannot be elicited from spirits; it
cannot be obtained inductively from experience, nor by any
Strategic Rules: deductive calculation.
48) Invest in Intelligent Resources  Knowledge of the enemy’s dispositions can only be obtained
49) Establish an Active Intelligence from other men.
System   Hence the use of spies, of whom there are five classes: Local
50) Practice Counterintelligence spies; inward spies; converted spies; doomed spies; surviving
spies.
 Spies cannot be usefully employed without a certain intuitive
sagacity.
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Business Analysis Commentary - The Use of Spies
Establish an Active Intelligence System BA Toolkit
Business Analysts Commentary:  Sources
 The source of great business analysis is sound information – Publications and Reports
 Foundation based on our own knowledge, assumptions and / – People!
or past experiences is incomplete.  Techniques
– Analysis requires proactive elicitation, not simple gathering – Narrative parse
 Develop a network that can provide information – Survey
– Look for Subject matter Experts who may have the most – Observation / Driving
information about the situation.
– Interviewing / Workshops
– Beware those who can only give opinions, baseless
 Behavioural qualities
information will mislead.
 Build rapport to leverage the greatest benefit – Relationship Building
 Establish a methodology for processing information  Methodologies and Notations
“People are the root source of knowledge. Elicit explicit knowledge. We can know more than
we can tell; use techniques wisely to acquire the tacit.”
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The flow of data
for continuous
preparation
The obligation The focus of
to think beyond power to
the ordinary conserve energy
The psychology The ability to
of influencing immediately act
friend & foe expediently
Trending Themes
 The crux of Sun Tzu's Art of War explains that it is only through
strategy that conflicts can be overcome and real victory achieved.
25 March 2010 © www.businesschange.co.za 32

joe.newbert@bcmg.co.za
www.joenewbert.com
joe.newbert
http://za.linkedin.com/in/newbert
www.twitter.com/newbert
Done.
 Business change can often be a challenging and emotionally charged
environment. Perhaps you could think more strategically when planning
your battles, and tactically as you march and manoeuvre onwards.
25 March 2010 © www.businesschange.co.za 33