The document discusses effective communication strategies for business analysts. It emphasizes the importance of understanding social networks and stakeholders' communication preferences to elicit requirements. Business analysts should analyze who the key stakeholders are, their roles and connections, and how to best communicate with different stakeholders based on their styles and channels. Leveraging central stakeholders and using new communication channels like social media can help projects succeed by facilitating understanding of user needs.

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

2. Slideshare and blogs www.barocks.com www.slideshare.com/murph

3. “ We’re living in a networked world”

4. 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,

5. 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 . . .

6. Because sometimes they don’t know what they need

7. 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

8. 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

9. 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)

10. 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

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

12. 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

13. 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

14. 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?

15. 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

16. Degree of Centrality in the Network

17. Centrality and Betweenness

18. Centrality and Closeness

19. 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

20. 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

21. 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)

22. D Drivers S Supporters T Talkers C Controllers task people

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. V, A or K – Context Diagram

30. 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. ”

31. V, A or K - Prototypes

32. V, A or K – Business Process Map

33. V, A or K – Screen Shots

34. 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

35. 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

36. 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

37. 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”

38. 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…

39. The many faces of Obama

40. http://www.linkedin.com Linked in

41. Facebook www.facebook.com

42. Twitter

43. Bookmarking www.delicious.com

44. Blogs

45. 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

46. 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