Breakthrough Business Analysis
Collaboration, Creativity, and Deliberate
Design-Centered Innovation
Kitty Hass
Principal Consultant, Kathleen Hass & Associates, Inc.
BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICE
Cell: 303.663.8655 Email: [email protected]
DENVER
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The leading expert in
Strategic Business Analysis
and
Complex Project Management
She has written nine books, dozens of
influential articles, and given lectures at
corporations throughout the world. She
is a professor of Strategic PM and BA
Practices at Villanova University and a
keynote speaker at conferences around
the world.
Kitty is a Director on the IIBA Board, and
is on the BA advisory boards for Capella
University and the University of
California, Irvine.
Her ground breaking work in Project
Complexity has earned her recognition
as a recipient of the PMI’s David I.
Cleland Literature Award
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The
Business
Analysis
Journey
3
20th Century
Business Analysis
10%
Group Facilitation
Creativity
Innovation
Elicitation
Validation
.
30%
Operational Support
Continuous Improvement
Analysis
Problem Analysis
Process Analysis
80%
Tactical Analysis
Requirements Management
Decision Analysis
Solution Analysis
Change Management
Communication
Management
10%
Strategic Analysis
Enterprise Analysis
Business Architecture
Competitive Analysis
Business Case
Value Management
4
Focus – Too Tactical
Management vs.
Leadership
.
Tactical Orientation vs.
Systems Thinking
Linear vs. Adaptive
Approaches
Business as Usual vs.
Innovation
.
Project & Requirements
Management
Vs. Complexity Management
Project Outcomes vs.
Business/Customer
Value
5
The 21st Century Challenges us to Change
The Internet of Everything
Every Company
a Technology
Company
Competitive
Advantage
Always at Risk
Software
Embedded in
Everything
Technology
Advances
Fast and
Furious
Innovation
Provide Customer
Value
Complexity
Convergence
digital, social
and mobile
spheres
Change &
Complexity
the only Constant
6
We need to Disrupt Traditional Business
Models and Value Streams
Strategy
Leadership
Portfolio
Management
BA / PM
Collaboration
Decision
Making
Communication
Tools &
Systems
PMO
Resource
Management
Innovation
BACOE
Competencies
Teams
Centers on woefully inadequate
elements of business/technology
projects
• Decision making: collaborative
• Thinking: global, holistic, strategic
• Complexity: leveraged to achieve
creativity
• Leadership: shared, diverse, expert
• Teams: collaborative, high
performing
• Methods: adaptive, experimenting,
creative, visualizing, agile
• Solutions: innovative, competitive,
unsettling, disruptive
• Value: delivered often
8
Breakthrough Practices Produce
Groundbreaking Results
Business as Usual
• 3-5 year roadmap
• Big, feature-rich updates
• Control changes
• Quality means fewer defects
• Short-term focus on few projects
• Deliver what they asked for
yesterday
• Hard costs count
• Use agile to do the wrong things
faster
• Track changes for CYA
Better, Smarter, Faster: Accelerating Innovation
Across the Enterprise, 2013, Jama Software, Inc.
Business Accelerated
• Create a system of engagement
• Go to market faster with smaller
feature sets
• Iterate with fast feedback loops
• Embrace change
• Have a long-term vision of products
• Deliver what they really need
tomorrow
• Realize the cost of lost opportunities
• Use the right method for the right
product
• Track changes to see where the
threads lead
Business Requirements
Managed
BA Value
Acknowledged
1
Awareness
•BA Practices
Informal
•BA
Community of
Practice
Exists
•Increasing
awareness of
the value of
BA
Business Needs Met
Strategy Executed
3
Enterprise Level
2
Project Level
Moderately
Complex
BA Planning
Elicitation
Analysis
Requirements Mgt
and Communication
Business Analysts
IT Oriented
Business Oriented
Traditional BA Practices
Highly Complex
Strategy Analysis
Solution Assessment
& Validation
Business Case
Value Management
Strategy Execution
Business Analysts
Business Architects
Business Consultants
Enterprise Analysts
Business/Technology
Optimized
4
Innovation Level
Breakthrough
Innovation
Innovative Products,
Services, Capabilities
Competitive
Advantage
Business Analysts
Business/Technology
Experts
Innovation Experts
Change Experts
Value-Based BA Practices
10
CIOs are Re-building the PM and BA Roles
The Rise of the Enterprise Value-focused PM and BA
Recognizing the value of
experienced and solution
focused IT professionals
already in the organization
Moving from a requirements
and PM focus to a solutions
focus
The PM and BA is an
essential part of that
transformation
BAs and PMs are in
demand and will play a
critical role
But not the type we have
today
Now using PMs and BAs as a leverage
point for experienced professionals to
translate what they know into the best
way to move forward
Mark McDonald, Ph.D., former group vice president and head of research in Gartner Executive Programs
11
http://blogs.gartner.com/mark_mcdonald/2012/01/30/amplifying-the-role-of-the-business-analyst/
Changes our Project Success Model
90% on Time, on
Cost, on Scope
Innovative
Solutions
Value to
Customers
Wealth to
the Bottom
Line
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“All people are inherently creative.”
John M. McCann, Leadership As Creativity: Finding the Opportunity
Hidden Within Decision Making and Dialogue
Creativity
Inducing
Business
Analysis
13
Top Leadership Qualities
1.
2.
3.
4.
5.
6.
Creativity
Integrity
Global Thinking
Influence
Critical Thinking
Complexity Thinking
“We
do not have the creative talent needed.”
Capitalizing on Complexity, 2010 IBM Global CEO Study
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The Good News about Complexity: It
Breeds Creativity
• Complex systems fluctuate between states of
• Equilibrium (paralysis, death)
• Chaos (unable to function)
• Edge of Chaos most creative, productive state
• Adaptive behaviors
• Essential to survival
"Without order, nothing can exist.
Without chaos, nothing can evolve“
Greg Horowitt, TEDxSanDiego
Equilibrium
Chaos
Vladimir Dimitroy, Complexity, Chaos and Creativity: A Journey Beyond System Thinking
Peter Fryer, A Brief Description of Complex Adaptive Systems and Complexity Theory
http://www.trojanmice.com/articles/complexadaptivesystems.htm
15
Expert Facilitation Fosters
Creativity
• Creativity-inducing tools and techniques make use of:
• Structured, problem-solving and decision-making methods
(left brain)
• Cleverly augmenting them with investigation,
experimentation, and a little bit of chaos (right brain)
The skill of generating innovations is largely the skill of
putting old things together in a new way, or
looking at a familiar idea from a novel perspective, or
using what we know already to understand something new.
Annie Murphy Paul, The Brilliant Report
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Creativity-Inducing Business Analysis
Capitalize on
complexity to
bring about
creativity
Define Problem
Identify out-ofthe-box ideas
Pursue
iterative,
ongoing idea
generation and
prototypes
Make decisions
quickly, test
them, make
course
corrections
Reinvent your
team
facilitation
model often
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Structured Decision Making/Problem
Solving Tools Help
4-Plan your
approach
1Understand
the Issue
1-Plan
4-Act
3-Prepare
for action
2-Generate
ideas
2-Do
3Check
Problem solving can take many forms but, if you try problem solving without any
structure, you may end up with a bigger problem.
Beyond Lean, http://www.beyondlean.com/problem-solving.html
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First Create - Then Innovate
1. Create: divergent thinking
• Generate Ideas
• Combine, Refine
• Invent, Originate, Imagine!
2. Innovate: convergent
thinking
• Analyze
• Refine
• Experiment
• Decide!
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Use Divergent Thinking to Create
•Identify as many options as possible
•Think “outside the organization”
•
•
•
•
Accept all options
Look for unusual possibilities and combinations
Combine like ideas, build on other’s ideas
Encourage participants to challenge each other, experiment, get crazy,
be chaotic, get in the zone
•There are many idea
generation techniques:
• Brainstorming
•6–3–5
• Idea Mapping
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Brainstorming
Clarify Purpose
Clarify &
Combine
• Prioritize
• Discuss, Refine
• Conduct Feasibility
Analysis on Top 3-5
Generate
3-5 Ideas
Silently
Brainstorm Ideas
Quickly
No Discussion
Brainstorming is limited by organizational constraints when in a conference
room. Need to get into the field to understand the customer experience.
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Brainstorming Visualization
Idea Mapping
• Map brainstormed ideas using a colorful diagram
• Great visualization technique
• Advantages
• Uses right and left brain
• Clarifies thinking, saves time
• Fosters ability to organize,
communicate, remember,
innovate
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Use Convergent Thinking to Decide
1. Refine and prioritize the list of ideas
2. Determine feasibility of high-priority
options
3. Analyze the feasible options
4. Decide!
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Feasibility Analysis Template
Option Cost Benefits
Innovation
Process
Risk
Technical
Risk
#1
#2
#3
#4
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Get Physical and Visualize
•For the most feasible options
build:
•Prototypes
•Mockups
•Models
•Story Boards
•Stick figures
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All Facilitation is Consensus Building
Collaborative
Unifying
Participative
Synergistic
Making Consensus Decisions
• Lead with questions not answers
• Listen politely
• Paraphrase
• Build on other ideas
• Ask if more analysis is needed
• Be open; accept alternatives
• Deal with facts
• Stay calm and friendly
• Promote (insist on) creativity and innovation
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By the Numbers: 228%
The amount design-driven
companies outperform the S&P 500.
Design Management Institute
The Next
Level:
DesignCentered
Innovation
“A human-centered approach to innovation that draws from the designer’s toolkit to
integrate the needs of people, the possibilities of technology, and the requirements for
business success.”
Laure Busche, Lean Branding and Design Thinking Expert
28
Top Leadership Qualities
1.
2.
3.
4.
5.
6.
Creativity
Integrity
Global Thinking
Influence
Critical Thinking
Complexity Thinking,
and now…
7. Design Thinking
“We
do not have the creative talent needed.”
Capitalizing on Complexity, 2010 IBM Global CEO Study
29
What’s the Big Deal about Design
Combines
Thinking?
Tom Kelley and Dave Kelley, Creative Confidence,
Crown Business, 2013
empathy for the
context of a
problem,
creativity in the
generation of
insights and
solutions, and
rationality in
analyzing and
fitting various
solutions to the
problem context 30
Converging Disciplines to meet 21st
Century Challenges
Technology
(Feasibility)
Business
Customer
Value
(Viability)
(Usability, Deep
Need)
Art
(Emotion, Desirability)
Marks the Convergence of
Technology and the Arts
Design thinking…
a methodology that imbues the full spectrum of innovation…
a management strategy…
a system that uses the designer’s sensibility and methods
to match peoples’ needs with what is technologically feasible
and what a viable business can convert into consumer value
and market opportunity.
Tim Brown, CEO, IDEO and member of the Mayo Clinic
Innovation Advisory Council
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What is Design-centered Business Analysis?
Deep Customer
Understanding
Collaborate,
Experiment,
Adapt, Invent
Design
Thinking
Complexity
Thinking
Fundamental Design Principles
• Empathy
• Collaboration
• Diverse points of view
• Integrative thinking
• Cross-functional teams
• Iteration, Invention
• People centered
• Deep user insights
• Visualization
• Solve wicked problems
• Creativity
• Efficiency, Efficacy
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Design Thinking: Human-Centered
Innovation
Concurrent
Business
Analysis
Observation
Rapid
Concept
Prototyping
Collaboration
Visualization
of Ideas
Design Thinking: Integrating Innovation, Customer Experience, and Brand
Value, Design Management Institute, Thomas Lockwood
Fast Learning
35
The Gears of Business Design
Design Your
Transformation
Complexity and
Volatility demand
Iteration,
Emergence
vs. Planning
Strategic
Business
Design
Resiliency
vs.
Efficiency
Concept
Visualization,
Ideation,
Prototyping,
User
Evaluation
Empathy and Deep
Customer
Understanding
Heather Frasier, Design Works and Tim Brown, IDEO
Design of
Behaviors
vs.
Products
36
The d-school at Stanford Approach
“…a hub for innovators at Stanford.
Students and faculty in engineering,
medicine, business, law, the
humanities, sciences, and education
take on the world’s messy problems
together.”
http://dschool.stanford.edu
37
The d-school at Stanford:
Radical Collaboration
Everyone loops through
cycles of learning, teaching
and doing:
• Move quickly beyond
obvious ideas
• Help each other even if
it’s inconvenient
• Ask for inspiration when
stuck
• Play
• Defer judgment long
enough to build on each
other’s ideas
http://dschool.stanford.edu/our-point-ofview/#radical-collaboration
38
It takes a Team of “T-shaped” Experts
• Small but mighty
• Core full-time leaders
• Shared leadership
• Highly trained
• Highly practiced
• Multi-skilled
• Experienced
• Personally accountable
• Expertly coached
Understand strategic
criticality of the effort
Common values and guiding
principles
Passionate about the
mission
Keeps score, seeks
feedback
Constantly innovating,
improving, searching for
better methods, tools,
practices
3939
Another Design-Centered Model
What is
What if
What
wows
What
works
Designing for Growth: A design Thinking Toolkit for
Managers, Jeanne Liedtka and Tim Ogilvie
40
Business Design Process, Tools,
Management
Visualization
What is
What if
• Journey
Mapping
• Value Chain
Analysis
• Mind Mapping
• Brainstorming
• Concept
Development
Design Brief
Design Criteria
Design Pitch
• Sets Criteria to
Evaluate
Alternative
Designs
• Crystalizes
Communications
• Describes each of
the Best Few
Solutions
• Formalizes
Project
• Goals,
Resources,
Timelines
Designing for Growth: A design Thinking Toolkit for Managers,
Jeanne Liedtka and Tim Ogilvie
What wows
• Assumption
Testing
• Prototyping
What works
• Customer CoCreation
• Learning
Launch
Learning Guide
• Defines Level of
Resources to
Invest in the
Solution
41
Visualization: the Language of Design
42
Who is the most famous
designer of the 21st Century?
The Genius of Design Thinking
“Intuition counts heavily,
experimentation happens fast,
failures along the way are embraced
as learning,
business strategy is integrated, and
more relevant solutions are
produced”
Design Thinking: Integrating Innovation, Customer Experience, and Brand Value,
Thomas Lockwood, Design Management Institute
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Breakthrough Project Outcomes
Deep Customer
Understanding
Collaborate,
Create,
Experiment,
Adapt, Invent,
Iterate
Design
Thinking
Complexity
Thinking
Kitty Hass
Principal Consultant, Kathleen Hass & Associates, Inc.
BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICE
Cell: 303.663.8655 Email: [email protected]
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