breakthrough business analysis collaboration, creativity, and deliberate design-centered innovation...
TRANSCRIPT
Breakthrough Business Analysis
Collaboration, Creativity, and Deliberate Design-Centered
Innovation
1
Kitty Hass Principal Consultant, Kathleen Hass & Associates, Inc.BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICECell: 303.663.8655 Email: [email protected] DENVER
CHAPTER
2
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
3
The Business Analysis Journey
4
80%Tactical Analysis
Requirements ManagementDecision AnalysisSolution Analysis
Change ManagementCommunication
Management
10%Group Facilitation
CreativityInnovationElicitationValidation
.
30%Operational SupportContinuous Improvement AnalysisProblem AnalysisProcess Analysis
10%Strategic AnalysisEnterprise AnalysisBusiness ArchitectureCompetitive AnalysisBusiness Case Value Management
20th Century Business Analysis
5
Linear vs. Adaptive Approaches
Business as Usual vs. Innovation
Management vs.
Leadership.
Tactical Orientation vs.
Systems Thinking
.
Project & Requirements Management
Vs. Complexity Management
Focus – Too Tactical
Project Outcomes vs.Business/Customer Value
6
Improve
Capabilities
Reduce
Costs
Do
Mor
e
Fas
ter
Improve
Decision M
aking
Provide Customer Value
The 21st Century Challenges us to Change
Competitive Advantage Always at Risk
Technology Advances Fast and Furious
Software Embedded in Everything
Convergence digital, social
and mobile spheres
Every Company a Technology
Company
Change & Complexity
the only Constant
Innovation
Complexity
The Internet of Everything
We need to Disrupt Traditional Business
Models and Value Streams
Portfolio Management
Strategy
BA / PM
Decision Making
Leadership
Collaboration
Tools & Systems
Teams
Communication
Innovation
PMO
Resource Management
CompetenciesBACOE
8
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
Breakthrough Practices Produce Groundbreaking
ResultsBusiness 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
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
Better, Smarter, Faster: Accelerating Innovation Across the Enterprise, 2013, Jama Software, Inc.
10
Business/Technology Optimized
Enterprise LevelEnterprise Level
AwarenessAwareness
Project Level Project Level
Innovation Level
Innovation Level
1
2
34
BA Value Acknowledged
Business Requirements Managed
•BA Practices Informal
•BA Community of Practice Exists
•Increasing awareness of the value of BA
Moderately Complex
BA PlanningElicitationAnalysisRequirements Mgt and Communication
Business AnalystsIT Oriented
Business Oriented
Highly Complex
Strategy AnalysisSolution Assessment & ValidationBusiness CaseValue ManagementStrategy Execution
Business AnalystsBusiness Architects
Business ConsultantsEnterprise Analysts
Breakthrough Innovation
Innovative Products, Services, Capabilities
Competitive Advantage
Business Analysts Business/Technology
ExpertsInnovation Experts
Change Experts
Business Needs Met Strategy Executed
Value-Based BA PracticesTraditional BA Practices
11
Now using PMs and BAs as a leverage point for experienced professionals to translate what they know into the best way to move forward
Recognizing the value of experienced and solution focused IT professionals already in the organization
Moving from a requirements and PM focus to a solutions focusThe 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
CIOs are Re-building the PM and BA Roles
The Rise of the Enterprise Value-focused PM and BA
Mark McDonald, Ph.D., former group vice president and head of research in Gartner Executive Programs http://blogs.gartner.com/mark_mcdonald/2012/01/30/amplifying-the-role-of-the-business-analyst/
12
Changes our Project Success Model
Success
13
Creativity Inducing Business Analysis
“All people are inherently creative.”John M. McCann, Leadership As Creativity: Finding the Opportunity
Hidden Within Decision Making and Dialogue
14
Top Leadership Qualities
1. Creativity2. Integrity3. Global Thinking4. Influence5. Critical Thinking6. Complexity Thinking
““We do not have the creative talent needed.” Capitalizing on Complexity, 2010 IBM Global CEO Study
15
The Good News about Complexity: It Breeds
Creativity
Equilibrium Chaos
Edge of
Chaos
• 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
Peter Fryer, A Brief Description of Complex Adaptive Systems and Complexity Theory http://www.trojanmice.com/articles/complexadaptivesystems.htm
Vladimir Dimitroy, Complexity, Chaos and Creativity: A Journey Beyond System Thinking
"Without order, nothing can exist. Without chaos, nothing can evolve“
Greg Horowitt, TEDxSanDiego
16
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
17
Creativity-Inducing Business Analysis
18
Structured Decision Making/Problem Solving
Tools Help
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
19
First Create - Then Innovate
1.1. CreateCreate: divergent thinking•Generate Ideas•Combine, Refine• Invent, Originate, Imagine!
2.2. InnovateInnovate: convergent thinking
•Analyze•Refine•Experiment•Decide!
20
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
21
Brainstorming
Generate 3-5 Ideas Silently
Clarify & Combine
• Prioritize• Discuss, Refine• Conduct Feasibility
Analysis on Top 3-5
Brainstorm Ideas Quickly
No Discussion
Clarify Purpose
Brainstorming is limited by organizational constraints when in a conference room. Need to get into the field to understand the customer
experience.
22
Brainstorming VisualizationIdea 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
23
Use Convergent Thinking to Decide
1. Refine and prioritize the list of ideas2. Determine feasibility of high-priority
options3. Analyze the feasible options4. Decide!
24
Feasibility Analysis Template
25
Get Physical and Visualize
•For the most feasible options build:•Prototypes•Mockups•Models•Story Boards•Stick figures
All Facilitation is Consensus Building
Consensus
27
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) creativitycreativity and innovationnnovation
28
The Next Level:
Design-Centered Innovation
By the Numbers: 228%The amount design-driven
companies outperform the S&P 500. Design Management Institute
“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
29
Top Leadership Qualities
1. Creativity2. Integrity3. Global Thinking4. Influence5. Critical Thinking6. Complexity Thinking, and
now…7. Design Thinking
“We do not have the creative talent needed.” Capitalizing on Complexity, 2010 IBM Global CEO Study
30
What’s the Big Deal about Design Thinking? Combines
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 contextTom Kelley and Dave Kelley, Creative Confidence,
Crown Business, 2013
Converging Disciplines to meet 21st Century
Challenges
Design Innovation
32
Marks the Convergence of Technology and the
ArtsDesign 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
What is Design-centered Business Analysis?
Innovation
34
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
35
Design Thinking: Human-Centered Innovation
Design Thinking: Integrating Innovation, Customer Experience, and Brand Value, Design Management Institute, Thomas Lockwood
36
The Gears of Business Design
Heather Frasier, Design Works and Tim Brown, IDEO
Design Your Transformation
Complexity and Volatility demand
Iteration, Emergence
vs. Planning
Design of Behaviors
vs.Products
Resiliency vs.
Efficiency
37
The d-school at Stanford Approach
http://dschool.stanford.edu
“…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.”
38
The d-school at Stanford: Radical Collaboration
http://dschool.stanford.edu/our-point-of-view/#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
39
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
39
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
40
Another Design-Centered Model
Designing for Growth: A design Thinking Toolkit for Managers, Jeanne Liedtka and Tim Ogilvie
41
Visualization
Business Design Process, Tools, Management
Designing for Growth: A design Thinking Toolkit for Managers, Jeanne Liedtka and Tim Ogilvie
42
Visualization: the Language of Design
Who is the most famous designer of the 21st Century?
44
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
Breakthrough Project Outcomes
Design-Centered
Innovation
Kitty Hass Principal Consultant, Kathleen Hass & Associates, Inc.BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICECell: 303.663.8655 Email: [email protected]
46