Mastering Business Analysis

In this episode of the BA Toolbox, we explore the A3 report and it’s use in problem solving. Show Notes What’s an A3 report? An A3 report has several uses including business proposals and process improvements.  However, it’s most commonly used for problem solving. If you have a tricky problem in your organization of with your project, perhaps an A3 report can help.  The name A3 refers to the European paper size, which is similar to 11 by 17 inch tabloid paper in the United States.  It’s big enough to fit a summary of the problem and solutions on a single page.There’s more than one format for an A3 report and it’s usually broken down into sections to help the team think through the problem and potential solutions.  Those sections are usually: Define the problem or needUnderstand the current stateCreate a goal statement or determine the target stateDetermine the root cause of the problemIdentify potential countermeasuresDetermine which countermeasures you will implementCheck the impact of your countermeasuresUpdate work processes These problem solving steps are similar to W. Edward Deming’s Plan-Do-Check-Act (PDCA) cycle, Six Sigma’s DMAIC process (Define, Measure, Analyze, Improve, Control), and even elements from Design Thinking. Beyond taking the team through the problem solving approach, an A3 report is also a communication tool.  It helps tell a story about the problem and what you’re doing about it. To get the most out of an A3 report (or any problem solving approach for that matter), you need to start with the right mindset.  The team should view this as an opportunity to build their problem solving skills.  It’s an opportunity to bring together a group of people with diverse viewpoints and knowledge to do something that matters; to work together to solve a tricky problem. If your organization doesn’t have an open and collaborative culture or if problems are seen as something to avoid instead of something to expose and solve, it’s going to be difficult to apply creative problem solving.  If that’s the case for you, start by creating safety within the team.  Be vulnerable yourself and thank people for raising concerns and issues.  Help them shift from fear to a continuous improvement mindset. Listen to the full episode for more information on using the A3 report and click the button below for a sample A3 Report template. A3 Report TemplateDownload Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post BA Toolbox – A3 Report appeared first on Mastering Business Analysis.

In this lightning cast, we explore the 5-step design process Elon Musk uses for SpaceX to innovate and get better results. Show Notes In a recent interview, Elon Musk shared the 5-step design process he uses at Space X to achieve better results.  Below are the details of this design process. Step 1: Make your requirements less dumb. Make sure you start with high quality requirements and that you truly understand the ‘why’ behind each.  Simply using requirements because someone told you that’s what they want makes your requirements dumb. “It does not matter who gave them to you. It’s particularly dangerous if a smart person gave you the requirements because you might not question them enough.  Everyone’s wrong.  No matter who you are, everyone’s wrong some of the time.” Elon recommends that for whatever requirement or constraint you have, it should come with a name, not a department.  That’s because if there’s a question of concern, you can’t ask a department. You have to ask a person.  The person who’s asking for the requirement or highlighting the constraint must agree that they will take responsibility for that requirement. If you fail to do this, you may run into the situation where some random person who’s no longer with the company came up with the requirement off the top of their head with no foundation in a real need.  That’s a dumb requirement. Step 2: Delete the part or process Look critically at the process or piece you’re developing and try to remove pieces instead of always adding new things.  Work to understand the value that’s added by each part or each step in the process and reduce or eliminate those that don’t add value. “If you’re not occasionally adding things back in, you are not deleting enough. The bias tends to be very strongly towards ‘Let’s add this part or process step in case we need it’. But you can basically make in-case arguments for so many things.” Step 3: Simplify or optimize the design Optimizing should only be done after you make your requirements less dumb and try to delete the part of process.  The most common mistake you can make is to optimize something that shouldn’t exist in the first place. Step 4: Accelerate cycle time We want to reduce the amount of time from when we start working on something to when we finish.  The easiest way to do that is to focus on one thing at a time and eliminate task switching.  With that focus, you can get things done more quickly . . . just make sure they’re the right things. “You’re moving too slowly. Go faster, but don’t go faster until you work on the other three things first.” Step 5: Automate Once you’re confident you have the right requirements with the right ownership, removed unneeded steps, optimized the design, and done things quickly, you can automate the process.  Don’t spend the time and effort to automate the wrong thing or automate too soon. Using Elon Musk’s five-step design process may help you and your organization to innovate faster and focus on customer value. Latest Episodes MBA228: Software Development Pearls MBA227: The Minimum Viable Business MBALC: Elon Musk’s 5-Step Design Process MBA226: The FOCCCUS Formula MBA225: The Value of Business Models MBA224: Corkscrew Thinking MBA223: The Human Work Machine MBA222: Testing Your Business Ideas MBA221: Systems Thinking and Business Agility MBA220: Thoughtless Design with Karl Wiegers MBA219: How To Be an Agile Business Analyst BA Toolbox – A3 Report MBA218: Customer-Centric Transformation Lightning Cast: Agile Planning MBA217: Objectives and Key Results Lightning Cast: POWER Start for Your Meetings MBA216: Outcome Based Change Lightning Cast: Resistance to Change MBA215: The Challenges with Leading in Product Management MBA214: The BA Success Path MBA213: Applying Theory of Constraints MBA212: Transforming Your Work with Modern Agile MBA211: Adaptive Leadership MBA210: Vital Communication MBA209: Visual Thinking MBA208: Facilitative Leadership MBA207: Bad Behaviors in the Workplace MBA206: Succeeding with Analytics Lightning Cast: BA Goals Revisited MBA205: Beyond Data Literacy MBA204: Top Skills for 2020 MBA203: Career Insurance Yes, Virginia, There Are BAs in Agile Lightning Cast: Failure to Launch (a new product) MBA202: Business Value Analysis MBA201: Tips From an Accidental Product Owner MBA200: Take Action! The Best Advice from Over 200 Episodes MBA199: The Future of the BA Profession MBA198: DevOps – What it Means for BAs MBA197: Making Change Fun MBA196: Customer Journey Treasure Hunting MBA195: Example Mapping MBA194: Start Your Project Off Right MBA193: About Your Career Lightning Cast: Story Estimation – What’s the Point? Lightning Cast: Requirements Rot MBA192: The Blight of Product Debt Lightning Cast: The Power to Get Things Done MBA191: Use Cases in Agile Lightning Cast: AI – Can you be replaced by a machine? MBA190: Business Data Analytics Lightning Cast: You Are a Facilitator MBA189: Adventures in Product Ownership Lightning Cast: Simplified Value Stream Mapping MBA188: The Four Ps of Product Ownership Lightning Cast: Product Debt MBA187: Transitioning to a Scrum Master Role Lightning Cast: Business Agility MBA186: Exploring Product Ownership Lightning Cast: Don’t Throw it Over the Wall MBA185: Business Analysis in Agile Lightning Cast: Non-Functional Requirements in Agile MBA184: Discover What Customers Want with JTBD Lightning Cast: We Are the Business MBA183: The BA Role on a Scrum Team MBA182: BA in the Service Industry Lightning Cast: Death, Taxes, and Missed Requirements MBA181: The Three BA Archetypes MBA180: Socratic Questioning Lightning Cast: BA Performance Goals MBA179: The Power of Prototyping MBA178: Career Options for BAs MBA177: Product Backlog Refinement MBA176: Predictions for 2019 Lightning Cast: A Visit From the Business Analyst MBA175: Product Management is the New Business Analysis – Part 2 MBA174: Product Management is the New Business Analysis MBA173: Avoiding the Build Trap MBA172: Decide Smarter Faster with Kupe Kupersmith MBA171: Your Questions Answered – Listener Mailbag MBA170: Persuasion – Get Buy-In for Your Ideas Lightning Cast: Big Design Up Front MBA169: Digital Business Analyst Competencies MBA168: Exploring the BA Career Path MBA167: The Power of Storytelling MBA166: Mastering the Art of Feedback Special Message MBA165: Remembering Jerry Weinberg Lightning Cast: Think as a Customer MBA164: The Agile Analysis Certification MBA163: Lean Six Sigma – What You Should Know Lightning Cast: Moving to a BA Role MBA162: The Business Analyst Role and its Real Value MBA161: Evolution of the BA Role Lightning Cast: Dude’s Law MBA160: The Art of Better Business Requirements Lightning Cast: Business Agility MBA159: Experiment Driven Development MBA158: Agile Requirements MBA157: The Importance of Good Data Analysis Lightning Cast: Symptoms of Success MBA156: The Power of Mentoring MBA155: Hiring BAs and PMs MBA154: Change Leadership Lightning Cast: BA on a Scrum Team MBA153: Trends in Business Analysis Lightning Cast: Powerful Questions MBA152: Finding the Right Project Lightning Cast: Order your Backlog MBA151: Your Consulting Practice – with Karl Wiegers Lightning Cast: Which Communications Channel Should You Use? MBA150: A High Five for Business Analysts Lightning Cast: Common Issues Facing Business Analysts Today MBA149: The Power of EQ Lightning Cast: The Business Alchemist MBA148: 7 Keys to Succeeding with Agile Lightning Cast: Trust – The One Thing that Changes Everything MBA147: The Business Agility Manifesto MBA146: The Full Stack Business Analyst MBA145: Predictions for 2018 Lightning Cast: Confessions of a Recovering Perfectionist MBA144: The 12 Days of the Project Lightning Cast: Stepping Up to Product Ownership MBA143: Imposter Syndrome – Banishing Your Inner Critic Lightning Cast: Root Cause Analysis Lightning Cast: Using Competency Models MBA142: Lean Startup for the Enterprise MBA141: Digital Transformation – What is Means for BAs MBA140: Improve Influence with NLP Lightning Cast: Better Communication Using the DiSC Model MBA139: Thin Slicing Problem Analysis Lightning Cast: The Many Uses of a SIPOC MBA138: Building a Believable Business Case Lightning Cast: Stay in Your Lane MBA137: Challenges with User Stories – with Mike Cohn MBA136: What the IIBA Can Do for You – Part2 MBA135: What the IIBA Can Do for You Lightning Cast: Flip the Script in Your Job Search MBA134: Distinguishing Yourself in Your Career Lightning Cast: Brainstorming – You’re Doing It Wrong! MBA133: What BAs Need to Know About Agile Lightning Cast: Requirements Quality MBA132: Next Generation Competencies Lightning Cast: The Agile Business Analyst Mindset MBA131: Interviewing for a Business Analyst Position Lightning Cast: The Business Analyst Career Path MBA130: Exploring Requirements with Jerry Weinberg MBA129: Real Life Agile, UX, and Design Thinking MBA128: Where Should the Business Analyst Reside? MBA127: Guiding Principles for the Business Analyst – part 2 MBA126: Guiding Principles for the Business Analyst MBA125: Become the Conscience of the Business MBA124: Business Analyst in an Agile Environment MBA123: The 21st Century Business Analyst MBA122: Driving Real Value Through Business Analysis MBA121: Mastering Product Ownership MBA120: Jobs to be Done Theory MBA119: What’s in Your Backlog? MBA118: Virtual Leadership MBA117: Getting Requirements Right MBA116: Implementing Solutions vs Problem Solving MBA115: Political Martial Arts – Navigating Office Politics MBA114: Value Proposition of the BA Role MBA113: Problem Solving – The RIGHT Stuff MBA112: User Centered Design MBA111: Design Thinking IS Good Business Analysis MBA110: Managing Ambiguous Requirements MBA109: Foundations in Business Analysis MBA108: Prioritizing with the MVP MBA107: Backlog Refinement – From Misunderstanding to Collaborative Discovery MBA106: Rapid Requirements Gathering MBA

Understanding the different levels of Agile planning and what they mean for you will help your team stay aligned and focused on achieving the right outcomes. Show Notes Responding to change over following a plan.  This value listed in the Agile Manifesto doesn’t mean that we don’t do planning in Agile.  In fact, we plan more in Agile than in traditional methods; we just do it differently. A common metaphor for planning in Agile is an onion.  Each layer of the onion reflects another level of planning – from strategic to tactical. Let’s take a look at each of these layers and what it means to you. Strategic Planning The outermost layer of the Agile planning onion is the strategic level.  At the strategic level of planning, organizations set their direction.  It involves the mission and vision as well as long-term goals.  This is multi-year planning. If you’re a Product Manager, Business Architect, or in another strategic role, you might provide input into the strategic plan by helping organizational leaders understand where the market is going and your organization’s capabilities.  Common tools are SWOT Analysis and PEST or PESTLE Analysis. Portfolio Planning The next layer of the planning onion is the Portfolio level.  This is where the organization decides what products or initiatives to work on.  This is essentially where and how much the organization will invest. We can support this level of planning by providing input through business cases, business models, and other approaches.  You may also be involved in the ideation of new products or new initiatives.  In some cases, you may even recommend that certain initiatives be stopped due to changing market conditions or changing customer needs. Once portfolio planning is complete, the plan should serve as an input as to where we should focus effort and resources. Product Planning The next layer is Product planning.  At this level, we determine the goals and objectives of the product and how we’ll achieve those outcomes.  You’ll likely develop Objectives and Key Results (OKRs) for the product as well as a product roadmap. This level of planning provides context to the teams working on the product and is usually developed by a Product Manager in collaboration with stakeholders and subject matter experts. Remember that an Agile Roadmap isn’t just a Gannt Chart showing timing or different initiatives.  A good roadmap is outcome based and may include options to achieve those outcomes as well as certain milestones such as a contractual or compliance required date.  Your roadmap should also allow you to respond to changing market conditions. During Product Planning, you’ll also define the Product Goal and start building and ordering your product backlog. The innermost planning levels of release, iteration, and daily are considered team level planning. Release Planning At the Release level of planning, the team plans for the next major release.  Even if you deploy continuously, this level of planning looks at the next coherent set of features or pieces of functionality. This is often where you may define the Minimum Viable Product (MVP) or Minimum Marketable Features (MMF). Depending on your organization, at this level you might break down Epics into Features or help the team determine what can be achieved in the release.  In some Agile scaling frameworks, a Feature is a larger set of work that can be completed within the release time box. You’ll also want to start breaking down the higher priority features into User Stories or other backlog items. Iteration Planning The next layer of the Agile planning onion is Iteration planning.  If you’re using an iterative approach, this is where you plan for the next iteration or time box.  In Scrum, this is known as Sprint Planning. If you’re a Product Owner or Business Analyst on an Agile team, you’ll need to get the User Stories and other backlog items to a ready state.  This means they’re small, testable, well understood by the team, and meet the other definition of ready criteria. You might also be involved in helping the team refine and size the product backlog items prior to iteration planning.  This helps ensure the team can properly forecast what they can complete in the iteration. If you use Scrum, you’ll define a Sprint Goal with the team as part of Sprint Planning.  The Sprint Goal helps bring focus and alignment to the Scrum Team and encourages them to work together as a team rather than individuals. Daily Planning The final and innermost layer of the Agile planning onion is Daily planning.  On a daily bases, team members get together to discuss the progress they’ve made, where they need help, and what they’ll do next taking any needed adjustments into account. If you’re on a Scrum Team, this is the Daily Scrum.  Many teams make the mistake of turning the Daily Scrum into a status meeting.  It’s actually a quick planning meeting that creates transparency into where we are and allows us to inspect progress and adjust. If you’re a Product Owner, Business Analyst, or someone else not working on the tasks associated with completing the work planned for the iteration, daily planning or the Daily Scrum is an opportunity to help the team adjust plans and remove impediments that are slowing down or stopping the team’s progress.  You can also clarify any misunderstandings about the details or intent of the backlog items. Understanding the different layers of the Agile planning onion and the different levels of planning will help you and your team stay aligned and focus on the right things. Listen to the full episode to better understand the different levels of planning in Agile. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post Lightning Cast: Agile Planning appeared first on Mastering Business Analysis.

Stop the wasted time and money from ineffective meetings by giving your next meeting a POWER Start. Show Notes According to a recent Atlassian survey, professionals waste 31 hours each month on unproductive meetings.  That’s about four full days wasted each month.  In the U.S. alone, unnecessary meetings cost businesses 37 billion dollars in just in salaries. You can help stop this madness by giving your meetings some POWER.  We’ve likely all received (or sent) meeting invitations with little more than a meeting title.  This means that attendees likely won’t be properly prepared, the meeting may not achieve its intended goal, and you’ll likely waste time in yet another unproductive meeting. The POWER Start technique was developed by the Agile Coaching Institute to address the root of unproductive meetings. POWER is an acronym for Purpose, Outcomes, What’s in it for them, Engagement, and Roles and responsibilities. As you’re planning your meetings, think about the POWER Start. Begin with the Purpose.  What’s the purpose of the meeting and why is the meeting necessary?  Are you trying to inform, persuade, or make a decision?  Perhaps it’s possible to get to this purpose by other means, such as distributing information through an email broadcast. Think about the right medium for your purpose.  If you need to collaborate to make a decision, it’s likely that email isn’t the right channel. Next, consider the desired Outcomes of the meeting.  What do you want to achieve by the end of the meeting?  What does success look like?  By considering and communicating the intended outcome of the meeting, attendees can come prepared to achieve that outcome. That might mean doing some homework before the meeting, extending the invitation to someone else, or not going at all if you’re not the right person to help get to that outcome. Once you understand the Purpose and Outcomes, think about why the attendees should come to the meeting.  What’s in it for them and why should they care?  Without the ‘what’s in it for me’, people may not be motivated to attend or help achieve the goal of the meeting. The first three pieces (Purpose, Outcomes, and What’s In It for Them) all lay the foundation for the meeting.  It ensures that the meeting is actually needed, provides a clear focus for the meeting so that you’ll stay on track, and helps ensure the right people attend.  It can also help avoid the numerous follow-ups and the meeting after the meeting that we so often see. But you’re not done yet.  Next, you’ll need to consider how you’ll engage the meeting attendees.  That engagement may span before, during, and after the meeting. Before the meeting, you may need to contact attendees individually or in a group communication to ensure that they understand the purpose and intended outcome as well as what’s expected of them in the meeting.  Is there any information they need to bring to the meeting or any work they need to do to prepare? During the meeting, you may want to have an icebreaker to get people communicating and collaborating.  Create a plan for how you’ll keep attendees interested and engaged during the entire meeting. After the meeting, you may need to engage stakeholders by sharing key decisions or following up on action items. The final piece of POWER Start is Roles and responsibilities.  Think about the different roles that may be needed to have a successful meeting.  Do you need a facilitator, a time keeper, a scribe?  If so, who will fulfil those roles?  Who will contribute what information during the meeting? Making roles clear before or at the start of the meeting helps everyone understand expectations. Taking a little time to consider the elements of the POWER Start technique and including appropriate information about the purpose and outcomes in the invitation will lead to more productive meetings.  The time, money, and headaches you save are well worth the extra effort you put into planning effective meetings. Listen to this episode to ind out how to use the POWER Start facilitation technique and what to do if you’re in the receiving end of an invitation to a possibly ineffective meeting. https://blog.feedspot.com/business_analysis_podcasts/ Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post Lightning Cast: POWER Start for Your Meetings appeared first on Mastering Business Analysis.

Karl Wiegers shares his lessons on requirements, project management, design, quality and more. Karl’s advice can make you significantly better at what you do. Show Notes Karl Wiegers started programming in 1970 and has collected 60 lessons he has learned in several areas of software development including requirements, design, project management, culture, teamwork, quality, and process improvement. Each of these lessons bring insights that can help you to and your organization to become significantly better at creating high quality, valuable solutions to your customers. The Need to Iterate Almost everything we do takes more than a single shot and design is a good example. The first lesson in the design category of Karl’s book is “design demands iteration”.  There’s always more than one design solution for a software problem and seldom a single best solution. The first design approach you come up with is unlikely to be the best option.  A good rule of thumb is that you’re not done with design until you’ve created at least three designs, discard them, and take the best ideas from those three and build something better. The same holds true for requirements.  It will take a few iterations to get it right.  These are cyclical things that you have to plan in your project management approach.  You’re going to have to build in some reviews, get some feedback, prototype, and do some modeling to make sure we’re on the right track. Icebergs are always larger than they first appear; that means that there’s going to be growth in the project. There’s going to be new information and new ideas that come along.  You have to build in that growth and include contingency buffers into your plans.  The bigger the project, the more unknowns and ambiguity and the more likely it is to change. Understanding Stakeholders and Customers Usage-centric development (as opposed to user-centric) is more likely to satisfy customer needs than product or feature-centered development.   We shouldn’t care about features as much as you care about knowing what people need to do with the product.  That’s the difference between the usage-centric approach and the product-centric approach. That begins by understanding your stakeholders.  Stakeholders are individuals, groups, or even systems who can shape or influence the direction of a project or who are affected by the project.  To be successful, you need to identify your various user classes and identify who’s going to be the literal voice of the customer. Keep in mind that the customer isn’t always right, but they always have a point.  Many times, the customer may ask for a solution, which may or may not be the right thing.  To provide valuable solutions, we need to understand the underlying problem.  If the solution they propose is the answer, what is the question? Listen to the full episode for more lessons and advice on stakeholders, quality, applying what you’ve learned, and more. YOUR HOMEWORKPick two areas you want to get better at and vow to spend some of your time on the project learning about those areas. Look for opportunities to apply that new learning on your project and perform in those areas better than you would have before your commitment to learn and develop your skill in that focus area. Links Mentioned in this Episode Karl’s Personal Website – KarlWiegers.comProcessImpact.com – Karl’s business and book informationInformation on Karl’s book, Software Development Pearls Karl Wiegers Karl Wiegers is an independent consultant, author, speaker, and thought leader in the project community. His books on software requirements are considered required reading for Business Analysts and Project Managers. As a consultant and trainer, Karl has worked with more than 100 companies and government organizations of all types, helping them improve the effectiveness and efficiency of their software development activities. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. TrendingBA Toolbox – A3 Report Popular EpisodesMBA003: How can introverts work well on agile teams – Interview with Ken HowardMBA088: Effective Requirements WorkshopsMBA072: Improve Your FacilitationMBA046: The Product Owner / Business Analyst RelationshipMBA117: Getting Requirements RightMBA166: Mastering the Art of FeedbackThe post MBA228: Software Development Pearls appeared first on Mastering Business Analysis.

Ian Reynolds discusses how to discover the right solutions for your customers and then deliver them quickly. Show Notes Many organizations, especially as people are trying to work in more Lean and Agile ways, work towards producing a minimum viable product (MVP) and move on after achieving it.  These organizations aren’t thinking about the value that could be delivered after the MVP. They believe that if they put a minimum viable products in our customer’s hands, they know whether or not it’s a great product.  Instead, people need to be working towards a minimum viable business as opposed to the minimum viable product.  You could put a great product out there, but if you haven’t designed it to solve for the customer’s ultimate needs by testing it and getting early feedback and created a degree of stickiness in a business model that will help you retain and add clients, you have a problem. You don’t necessarily have a business and you haven’t necessarily solved the problem.  Over optimization towards what you believe to be a viable product is not necessarily that MvP. It’s a business model that’s going to have sustainability. What’s Valuable to Customers When you’re developing a product, the easiest person to fool is yourself. You may believe that you have a great product, but you need to test it to validate that belief.  That could be as simple as using a survey to check the validity of your idea. Building a product (even a scaled-down version of a working product) is a very expensive way to test an idea. If you build the product first and then try to go out in the market and then make the adjustments, you’re going to have to build it again. Faster Delivery There are two major inhibitors to speed to market.  One is trying to do everything yourself.  The desire to understand exactly how the product is built and have too much control over the process of building that product is not efficient. When you’re building a product, it’s not reasonable to be so in the weeds that you’re concerned about using a specific technology or growing to an understanding of how everything works.  When starting your business or starting your MVP, don’t try to have one person do everything. Have people that are specialized in their given fields and fractionally use their time. The other big impact to speed to market is if you don’t have a needed skill set in house.  Training that skill and building competency can take a long time.  You don’t necessarily have to hire for it as that could be much more expensive than using an outside party. Listen to the full episode to understand how to test and discover the right solution and how approaches such as DevOps can help accelerate both discovery and delivery. YOUR HOMEWORKFirst Tip: Look at what the biggest players in the market are doing in terms of their engineering culture and then figure out what is it that they’re doing efficiently that you can copy. Don’t try to invent things yourself or come up with a new process; figure out what they’re doing and just copy it.Second Tip: Analyze the opportunity cost of doing something in-house versus using a third party by looking at what an outside party can do for you and what specialization they have. If they could solve the problem for you quickly, maybe they can do it much more cheaply. IAN Reynolds Ian is the Chief Solutions Architect at Zibtek and Head of Venture Partners at Golden Section Studios. In his role as Solutions Architect, Ian matches business needs to technical solutions that solves the customer’s problem. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. TrendingMBA108: Prioritizing with the MVP More Popular EpisodesLightning Cast: The Business AlchemistMBA123: The 21st Century Business AnalystLightning Cast: Trust – The One Thing that Changes EverythingMBA096: The Standard for Business AnalysisMBA052: Portfolio Management & The Agile ExtensionMBA002: How to Elicit Non-Functional Requirements – Interview with Roxanne Miller The post MBA227: The Minimum Viable Business appeared first on Mastering Business Analysis.

In this episode, we revisit Theory of Constraints, an approach to improving organizational performance by accelerating delivery. Author Clarke Ching shares his FOCCCUS Formula to address the system’s bottleneck. Show Notes In every process or value delivery system, there’s one constraint (bottleneck) that limits the flow of value of the entire system.  If you want to deliver faster, you must identify and address the bottleneck.  To improve the flow of value, we can apply the Theory of Constraints, a process improvement methodology that focuses on addressing the bottleneck. Eli Goldratt’s famous book, The Goal, introduced readers to the Theory of Constraints and how to apply Goldratt’s Five Focusing Steps to address your constraint.  However, many people are unaware of or confused by the Five Focusing Steps. In you’re confused about how to address the bottleneck in your process, you can use Clarke Ching’s FOCCCUS Formula instead.  FOCCCUS is an acronym that stands for the steps you can take to address the constraint and improve the system. FOCCCUS The first step in the FOCCCUS Formula is “F” for find the bottleneck.  You can’t improve the bottleneck if you don’t know where it is.  To find the bottleneck, look for work piling up of long queues in front of a step in the process.  Work typically builds up in front of the constraint. Once you find the bottleneck, the next step is “O” for optimize. You want to optimize the bottleneck so that it can get work done faster.  You can do this by making sure the work that goes to the bottleneck resource is ready (has everything they need) and the bottleneck is focused only on value added work. After you optimize, the next step is collaborate.  Collaboration helps the bottleneck deliver faster because non-bottleneck resources may be able to off-load work that the bottleneck is doing. In addition to collaboration, you can apply the second “C”, which is coordinate.  This step involves finding ways to coordinate activities of both bottleneck and non-bottleneck resources to optimize delivery.  This can include rearranging process steps or changing the timing of certain pieces of work to smooth the flow. The third “C” in the FOCCCUS Formula is curate.  When you curate, you decide what to put in a limited amount of space.  Essentially, you prioritize work to maximize the value that can be delivered. The “U” in the FOCCCUS Formula stands for upgrade.  This can mean buying faster equipment, holding training to improve skills associated with the constrained task, or hiring more people.  Upgrading can be expensive and you should only upgrade after completing the other steps. The final step is “S”, which stands for start again.  The FOCCCUS Formula is a continuous process.  After you complete each step, you should validate that the bottleneck hasn’t moved.  If it has, continuing to the next step with the same bottleneck won’t improve the flow of value through the system. Check each time to ensure that you know where the bottleneck is and start with the simplest, cheapest intervention. Listen to the full episode to understand how to use the FOCCCUS Formula to improve your process and accelerate value delivery. Clarke Ching Clarke has been powered by the Theory of Constraints for over 20 years and Agile since 2003.  He wrote Rolling Rocks Downhill (the Agile business novel that never mentions Agile) and The Bottleneck Rules (which was featured in The Guardian newspaper, and was briefly the #2 best-selling leadership book on Amazon.com, just behind Steven Covey). Latest Episodes MBA228: Software Development PearlsKarl Wiegers shares his lessons on requirements, project management, design, quality and more. Karl’s advice can make you significantly better at what you do. Show Notes Karl Wiegers started programming in 1970 and has collected 60 lessons he has learned in several areas of software development including requirements, design, project management, culture, teamwork, quality, and… Read more: MBA228: Software Development Pearls MBA227: The Minimum Viable BusinessIan Reynolds discusses how to discover the right solutions for your customers and then deliver them quickly. MBALC: Elon Musk’s 5-Step Design ProcessIn this lightning cast, we explore the 5-step design process Elon Musk uses for SpaceX to innovate and get better results. MBA226: The FOCCCUS FormulaThe Theory of Constraints is an approach to improving organizational performance by accelerating delivery. Author Clarke Ching shares his FOCCCUS Formula to address the system’s bottleneck. MBA225: The Value of Business ModelsDavid Mantica helps us understand business models and helps us understand how to find new opportunities to create greater value. MBA224: Corkscrew ThinkingClarke Ching shares an innovative problem solving approach to help us solve tricky problems. MBA223: The Human Work MachineDavid Mantica discusses the brain science behind some of the challenges knowledge workers face and helps you shift your mindset to enable you to thrive in a complex and chaotic environment. MBA222: Testing Your Business IdeasDavid Bland discusses the importance of testing your business ideas and shares ways to dramatically reduce the risk and increase the likelihood of success for your product, initiative, or project. MBA221: Systems Thinking and Business AgilityAdrian Reed discusses systems thinking, how it enables business agility, and how it can help elevate the value you bring to your organization. MBA220: Thoughtless Design with Karl WiegersAuthor and thought leader Karl Wiegers shares principles and lessons he has learned from poor designs and what you can do to develop solutions that create a great user experience. MBA219: How To Be an Agile Business AnalystKent McDonald shares his thoughts on what it takes to succeed as a Business Analyst in an Agile environment. BA Toolbox – A3 ReportIn this episode of the BA Toolbox, we explore the A3 report and it’s use in problem solving. MBA218: Customer-Centric TransformationMelissa Boggs discusses how the Scrum Alliance transformed into customer-centric teams and how you can have a greater customer focus. Lightning Cast: Agile PlanningUnderstanding the different levels of Agile planning and what they mean for you will help your team stay aligned and focused on achieving the right outcomes. MBA217: Objectives and Key ResultsPaul Niven helps us to understand Objectives and Key Results (OKRs), a goal-setting tool to set ambitious goals with measurable results. Lightning Cast: POWER Start for Your MeetingsStop the wasted time and money from ineffective meetings by giving your next meeting a POWER Start. MBA216: Outcome Based ChangeDavid Hawks shares an approach to transformations, projects, and large change initiatives by starting with the business outcomes. Lightning Cast: Resistance to ChangeOvercome resistance to change using Goldratt’s Four Quadrants of Change MBA215: The Challenges with Leading in Product ManagementRoman Pichler discusses the challenges associated with leading in a Product Management role and what you can do to overcome those challenges. MBA214: The BA Success PathLaura Brandenburg shares her framework for career development; the Business Analyst Success Path. MBA213: Applying Theory of ConstraintsIf you want to accelerate and deliver with greater speed and flexibility that’s critical to serving your customers, combine Agile with Theory of Constraints. MBA212: Transforming Your Work with Modern AgileJoshua Kerievsky shares the four principles of Modern Agile and how they can help you find better ways of working and achieve better business outcomes. MBA211: Adaptive LeadershipIn this time of unrelenting change, we need leadership at all levels. Here’s what you need to help your team succeed. MBA210: Vital CommunicationCommunication is vital to success on teams and across organizations. In this episode, Tommy Re shows us how to dramatically improve communication. MBA209: Visual ThinkingGrant Wright Shares simple Visual Thinking tools and practices to help your team get aligned and retain information. MBA208: Facilitative LeadershipAuthor Michael Levine helps us unleash the power of large, diverse groups of smart, experienced individuals to deliver positive business results. MBA207: Bad Behaviors in the WorkplacePaul Pelletier helps us to understand the root causes of disrespectful behaviors at work and how to address them. MBA206: Succeeding with AnalyticsJim Rushton helps us to understand why 80% of analytics projects fail and what you can do to make sure yours succeeds. Lightning Cast: BA Goals RevisitedBuilding on last year’s episode about BA performance goals, we discuss how to choose the right goals and achieve them. MBA205: Beyond Data LiteracyLori Silverman helps us get real value from data by developing core competence and creating the culture needed to support collaborative data-informed decision making. MBA204: Top Skills for 2020LinkedIn’s list of the 15 most in-demand skills includes business analysis and a many skills that are critical to your success. MBA203: Career InsuranceDavid Mantica shares ways to protect yourself from layoffs and prepare for career advancement. Yes, Virginia, There Are BAs in AgileHoliday Episode: In the style of the 1897 New York Sun editorial, a grown up Virginia asks if there are Business Analysts in Agile. Lightning Cast: Failure to Launch (a new product)Find out what you can do to ensure a successful product launch. MBA202: Business Value AnalysisDavid Mantica helps overcome one of the biggest challenges facing organizations today – understanding value and building the right solution. MBA201: Tips From an Accidental Product OwnerRichard Larson shares his experiences as an accidental Product Owner and provides tips and advice for others moving toward a role in Product Ownership. MBA200: Take Action! The Best Advice from Over 200

David Mantica helps us understand business models and helps us understand how to find new opportunities to create greater value. Show Notes Creating product requirements and delivering features is one thing. Understanding the business context and business models associated with your product and identifying different avenues to drive value is quite another. Understanding your business model can help drive value for your organization and increase the value that you contribute as a Business Analyst, Product Owner, or Project Manager. A business model incorporates how you package a product, how you sell it, how you market it, how you deliver it, and how you get paid for it.  The packaging refers to the offer itself, not the box it comes in. Your business model gives you insight into how you extract money or time from somebody for the product and understand the expense necessary that actually deliver it and the margins associated with it.  You then tie in how you fit in the value chain of your organization and where you fit from a competitive standpoint. Business Models for Internal Products The first thing we have to remember with internal products is that revenue is considered with use and adoption of the product. Instead of revenue being much somebody paid for something, your internal customers pay for what you build based on their time; if they’re using it more, they’re paying a lot of money for it.  Once you understand the use, you could tie value back to productivity. We need to consider that there are different ways that you can deliver; all the different ways you can sell, all the different ways that you could generate revenue, ways that people engage with your product are different.  You can commoditize the same solution but within two different business models and get two totally different results.  You can understand the business model from an internal perspective by digging into how you deliver something. How do you package that delivery?  What’s the value proposition?  What’s the internal marketing associated with it?  How you judge success? Increasing Value To validate the value of a product, service, or feature, we don’t just need to test ideas. We also have to test how the idea is delivered, the information that is given, and how we monetize its use. As Business Analysts, we’re a lynchpin between what can happen and who uses it. We have to start influencing the groups in the middle that deliver elements of the product to help them see the fact that their scale and repeat model is in need of an adjustment or needs to be replaced by something else. By serving as internal management consultants, we can work to understand the changes in the business model and educate people on potential failures and view the business model together to enhance the product value. One of the failures could be how we support someone when they have a problem or not delivering the service appropriately.  Perhaps it’s the wrong platform.  Perhaps there’s an external impact based on use that we have to incorporate because all of our customers are using a different software system and they have different experiences. Understanding how business models change due to a digital transformation is critically important. Looking at options associated with the business model may help you to see different options.  Perhaps you can license the product. You can sell the software, sell the data, or provide information online. Understanding the concept of how a digital transformation starts to impact some of these production environments that we’ve been working on for quite some time is a good educational step to start getting yourself a better understanding of what may occur and then also being able to truly understand the market. Listen to the full episode to get more advice and insights on using business models to bring more value to your organization and your customers. HOMEWORKReview some case studies about different types of business models and take time out to thing about your business models and how you can apply what you’ve learned. David Mantica David Mantica believes leaders should be servants to their organizations and people.  He is the Vice President and General Manager at SoftEd, a consultancy that offers advisory and education services to help organizations discover new ways of working for better business outcomes.  David is a frequent speaker on Project Management, Business Analysis, and leadership. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. TrendingMBA045: The Agile BA – Myths and Misconceptions Recent Episodes: MBA228: Software Development Pearls MBA227: The Minimum Viable Business MBALC: Elon Musk’s 5-Step Design Process MBA226: The FOCCCUS Formula MBA225: The Value of Business Models MBA224: Corkscrew Thinking MBA223: The Human Work Machine MBA222: Testing Your Business Ideas MBA221: Systems Thinking and Business Agility MBA220: Thoughtless Design with Karl Wiegers MBA219: How To Be an Agile Business Analyst BA Toolbox – A3 Report MBA218: Customer-Centric Transformation Lightning Cast: Agile Planning MBA217: Objectives and Key Results Lightning Cast: POWER Start for Your Meetings MBA216: Outcome Based Change Lightning Cast: Resistance to Change MBA215: The Challenges with Leading in Product Management MBA214: The BA Success Path MBA213: Applying Theory of Constraints MBA212: Transforming Your Work with Modern Agile MBA211: Adaptive Leadership MBA210: Vital Communication MBA209: Visual Thinking MBA208: Facilitative Leadership MBA207: Bad Behaviors in the Workplace MBA206: Succeeding with Analytics Lightning Cast: BA Goals Revisited MBA205: Beyond Data Literacy MBA204: Top Skills for 2020 MBA203: Career Insurance Yes, Virginia, There Are BAs in Agile Lightning Cast: Failure to Launch (a new product) MBA202: Business Value Analysis MBA201: Tips From an Accidental Product Owner MBA200: Take Action! The Best Advice from Over 200 Episodes MBA199: The Future of the BA Profession MBA198: DevOps – What it Means for BAs MBA197: Making Change Fun MBA196: Customer Journey Treasure Hunting MBA195: Example Mapping MBA194: Start Your Project Off Right MBA193: About Your Career Lightning Cast: Story Estimation – What’s the Point? Lightning Cast: Requirements Rot MBA192: The Blight of Product Debt Lightning Cast: The Power to Get Things Done MBA191: Use Cases in Agile Lightning Cast: AI – Can you be replaced by a machine? MBA190: Business Data Analytics Lightning Cast: You Are a Facilitator MBA189: Adventures in Product Ownership Lightning Cast: Simplified Value Stream Mapping MBA188: The Four Ps of Product Ownership Lightning Cast: Product Debt MBA187: Transitioning to a Scrum Master Role Lightning Cast: Business Agility MBA186: Exploring Product Ownership Lightning Cast: Don’t Throw it Over the Wall MBA185: Business Analysis in Agile Lightning Cast: Non-Functional Requirements in Agile MBA184: Discover What Customers Want with JTBD Lightning Cast: We Are the Business MBA183: The BA Role on a Scrum Team MBA182: BA in the Service Industry Lightning Cast: Death, Taxes, and Missed Requirements MBA181: The Three BA Archetypes MBA180: Socratic Questioning Lightning Cast: BA Performance Goals MBA179: The Power of Prototyping MBA178: Career Options for BAs MBA177: Product Backlog Refinement MBA176: Predictions for 2019 Lightning Cast: A Visit From the Business Analyst MBA175: Product Management is the New Business Analysis – Part 2 MBA174: Product Management is the New Business Analysis MBA173: Avoiding the Build Trap MBA172: Decide Smarter Faster with Kupe Kupersmith MBA171: Your Questions Answered – Listener Mailbag MBA170: Persuasion – Get Buy-In for Your Ideas Lightning Cast: Big Design Up Front MBA169: Digital Business Analyst Competencies MBA168: Exploring the BA Career Path MBA167: The Power of Storytelling MBA166: Mastering the Art of Feedback Special Message MBA165: Remembering Jerry Weinberg Lightning Cast: Think as a Customer MBA164: The Agile Analysis Certification MBA163: Lean Six Sigma – What You Should Know Lightning Cast: Moving to a BA Role MBA162: The Business Analyst Role and its Real Value MBA161: Evolution of the BA Role Lightning Cast: Dude’s Law MBA160: The Art of Better Business Requirements Lightning Cast: Business Agility MBA159: Experiment Driven Development MBA158: Agile Requirements MBA157: The Importance of Good Data Analysis Lightning Cast: Symptoms of Success MBA156: The Power of Mentoring MBA155: Hiring BAs and PMs MBA154: Change Leadership Lightning Cast: BA on a Scrum Team MBA153: Trends in Business Analysis Lightning Cast: Powerful Questions MBA152: Finding the Right Project Lightning Cast: Order your Backlog MBA151: Your Consulting Practice – with Karl Wiegers Lightning Cast: Which Communications Channel Should You Use? MBA150: A High Five for Business Analysts Lightning Cast: Common Issues Facing Business Analysts Today MBA149: The Power of EQ Lightning Cast: The Business Alchemist MBA148: 7 Keys to Succeeding with Agile Lightning Cast: Trust – The One Thing that Changes Everything MBA147: The Business Agility Manifesto MBA146: The Full Stack Business Analyst MBA145: Predictions for 2018 Lightning Cast: Confessions of a Recovering Perfectionist MBA144: The 12 Days of the Project Lightning Cast: Stepping Up to Product Ownership MBA143: Imposter Syndrome – Banishing Your Inner Critic Lightning Cast: Root Cause Analysis Lightning Cast: Using Competency Models MBA142: Lean Startup for the Enterprise MBA141: Digital Transformation – What is Means for BAs MBA140: Improve Influence with NLP Lightning Cast: Better Co

In this episode, Clarke Ching shares an innovative problem solving approach to help us solve tricky problems. Show Notes We’re often called upon to apply our problem solving skills and help organizations make better decisions.  The challenge is when we face really tricky problems.  To solve these, we need an innovating problem solving approach. Corkscrew thinking is about how to come up with clever ideas when you’re facing what seems like an impossible situation. This approach helps you to be creative and wander around to figure things out.  You’re trying to invent something or discover something new.  If you’re facing two choices and they conflict or directly oppose each other, corkscrew thinking can help you discover new solutions. When we make decisions, we often make out a pros and cons list.  What we’re trying to do with corkscrew thinking is to get the best of both options while eliminating the negative aspects.  Start with the two options that are in conflict and figure out what to get the benefits out of each of those options and then solve a different problem, which is to come up with new options. It allows you to get a better solution than the options you started with. One way of envisioning corkscrew thinking is to imagine that you’re holding two choices or options, one in each hand.  Next, think about the benefits of each option and stack those on each shoulder.  These are the requirements or the positive outcomes that each choice will help you to achieve. Now imagine the higher purpose that you’re trying to achieve related to these two options.  Imagine this overall mission on top of your head. Finally, consider the benefits on your shoulders and the higher purpose above your head and search for options that combine the benefits of both while serving your higher purpose. This exercise can best be done with a quick drawing or sticky notes. Listen to the full episode to understand how to apply corkscrew thinking to solve your tricky problems. HOMEWORKStart noticing when you have a dilemma and are torn between two choices.Every hour we’re faced with dozens of decisions and often we’re not actually making choices because we’re stuck with a dilemma and we don’t even notice it.Just start to notice when you’re torn between two options and then write them down and write the pros and cons. Then ask yourself how to get all of the pros / benefits. Links Mentioned in This Episode Connect with Clarke on LinkedInCorkscrew Solutions – Clarke’s book on Amazon Clarke Ching Clarke has been powered by the Theory of Constraints for over 20 years and Agile since 2003.  He wrote Rolling Rocks Downhill (the Agile business novel that never mentions Agile) and The Bottleneck Rules (which was featured in The Guardian newspaper, and was briefly the #2 best-selling leadership book on Amazon.com, just behind Steven Covey). Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post MBA224: Corkscrew Thinking appeared first on Mastering Business Analysis.

David Mantica discusses the brain science behind some of the challenges knowledge workers face and helps you shift your mindset to enable you to thrive in a complex and chaotic environment. Show Notes As knowledge workers, we rely on our brains and relationships to get things done. That’s where some of the challenges lie. The hard skills of business analysis, project management, and product ownership are relatively easy to learn. But the soft skills . . . that’s the real challenge. It’s amazing how little education knowledge workers get about how our brain impacts our ability to be successful. Our brains operate for two things; survival and efficiency. That efficiency word is very scary when it comes to complex cognition. The survival aspect can be even more difficult because it ties back into the physical survival mechanisms of our body, because we really haven’t evolved yet to understand that we are an apex predator. A lot of the initial reactions that our brain drives in our system is protecting us from a physical perspective when fear occurs. So the manifestation of fear around losing your job becomes a physical manifestation similar to being chased by a saber tooth tiger. You lose a lot of the power of cognition in that. The first step is not so much getting into the details of communication skills and emotional intelligence. It’s getting a better understanding of the fundamental workings of our brain and how you have to combat that to be healthy and to be able to thrive in constant change. Cognitive DistortionsOne thing we do a very poor job of is feeding our brain to operate with high level of cognition over an extended period of time. Since our brain wants to be efficient, it will process and gather information and look at the information using its stereotypical heuristic patterns it’s used to. This is why you see yourself having a tendency to try to solve the same problem using the same tools and getting frustrated. You’re not realizing that you have to force yourself to think deeply about a problem to get your brain processing at the cerebral cortex level and to get into something called deep literacy. And then on top of all that, it’s our society’s goal to pound this with sound bytes of information so that we’re always operating on that system. That’s important for us because the first technique you need to be thinking about is when analyzing a complex future state situation, taking a step back and doing some deep thinking and try to push away the emotional stimulus that’s around you to get your cognition going; it’s critically important because it doesn’t naturally occur. We’re bombarded with data all the time and our brains want to operate efficiently, so we ignore a lot of the data that we see in our daily lives. That can lead to snap judgments and unconscious biases, leading us to thinking down the wrong path. One such cognitive distortion is confirmation bias. It’s a tendency that we look for things that agree with what we’re thinking about and block the things that don’t agree with what we’re thinking about. It’s a preservation technique, it’s an efficiency technique, and it drives a lot of failure in the workplace. This can also lead to tensions in working relationships. Another common cognitive distortion is loss regret. The concept of the loss regret is that I would rather do nothing and not have to lose then do something and have the potential to lose, even though when I do something there’s a chance I could win. That fear of change is so scary for the brain because it wants efficiency and it wants survival. It’s going to force us to try to stay in the status quo. That’s why we all have that tendency to stay in our bubble and we don’t take certain risks. These cognitive distortions and others affect how you interact with stakeholders and could be at the root of some of the challenges you face. The Stress ResponseWhen faced with a stressful situation, our bodies release chemicals that often lead us to a freeze, fight or flight response. Our evolutionary biology predisposes us for pessimism, and that pessimism drives all of those cognitive distortions. But that pessimism also drives a lot of the emotional distortions and the emotional distortions we fear. Fear centers around two things; one is the limbic system of our brain processing that information, using the concept of the physical survival mechanism. Our bodies release adrenaline and cortisol; both are great for muscles and running fast and getting your heart pumping so you can really handle something. But it’s horrible for cognition. It makes cognition more difficult. That pessimism also leads to negative self talk, which fuels a lot of the emotional distortions that become physical. These situations can trigger a vicious cycle where get the stress response, you can’t think or behave properly, and then you do poor work. As a result, your boss yells at you and creates this cycle over again, creating a downward spiral. Understanding the human work machine and the how our brain operates will help us to better deal with the emotional and cognitive distortions. Addressing the DistortionsThe first thing you can do to address the impacts on these cognitive and emotional distortions is to do an analysis of your mindset by taking a step back and asking yourself “What are those things that you believe? What do you believe about work? What do you believe about people?” From that, you can see how those beliefs would manifest itself in the behaviors and actions which then would start building up the stress response. Better understanding the mindsets that drive behaviors and actions is key to effectively dealing with the distortions we all experience. In addition, we need to look at yourself to be more aware of what you’re feeling and where those emotions are coming from. This also helps you get a handle on your self talk.Meditation is also a powerful tool to be able to teach your brain to slow down and not be as reactive. Pause, take a deep breath, relax yourself, clear your mind for a moment and picture what you’re trying to do and the intended outcomes. Simply pausing for a second and mentally shifting your mindset or stance to curiosity changes your behavior. Listen to the full episode to get David’s tips on how to make the mindset shift to better adapt to challenges. YOUR HOMEWORKFirst, learn more about deep literacy. After that, set aside time in your schedule to think.Perhaps you’re going to think about the complex relationship that you’re trying to deal with, or think about a specific problem at work they haven’t quite been able to solve.Take half an hour and dig into it deeply so you can start pushing your brain to start getting into that deeper thinking process more readily. You may find that you’re more tired because this type of thinking is draining, so you have to start researching and learning about how you get the right nutrition for your brain. Links Mentioned in This Episode SoftEd.comThe Better Work Project PodcastHead Strong – a book on brain energy and thinking faster David Mantica David Mantica believes leaders should be servants to their organizations and people.  He is the Vice President and General Manager at SoftEd, a consultancy that offers advisory and education services to help organizations discover new ways of working for better business outcomes.  David is a frequent speaker on Project Management, Business Analysis, and leadership. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. TrendingMBA093: Beyond Project Risk Lightning Cast: Common Issues Facing Business Analysts TodayLightning Cast: AI – Can you be replaced by a machine?MBA090: BABOK 3.0 with Richard LarsonMBA021: Is the Business Analyst Role Just Overhead? Interview with John Sextro The post MBA223: The Human Work Machine appeared first on Mastering Business Analysis.

David Bland discusses the importance of testing your business ideas and shares ways to dramatically reduce the risk and increase the likelihood of success for your product, initiative, or project. Show Notes Studies show that 7 out of 10 products fail to deliver on expectations.  We often fall into the trap of moving forward with a project, product, or business idea without first validating it.  This results in wasted time and money from solutions that don’t have a good market fit or aren’t solving the right problem. The most expensive way to find out if you’re right or wrong is to build the whole thing.David Bland The Three Lenses When testing your idea to reduce risk, look at the solution through three lenses; desirability, feasibility, and viability. Desirability implies that customers want your solution.  Feasibility means that we can build and support the solution.  This is isn’t just technical feasibility; we also look need to look at overall regulatory, policy, and governance that would prevent you from making your solution a success. While customers may want your solution (desirable) and you can build it (feasibility), perhaps there’s not enough of a market for it or people won’t pay enough for it.  This is viability. We want to unpack our risk and then test our way through it, going from no evidence to some evidence and then from some evidence to strong evidence that we’re on the right path. Process to Validate Your Idea If you have an idea that you want to validate, start by understanding the higher level risks.  Who’s your customer?  What’s your value proposition?  What’s your revenue model and the cost it’s going to take to do this? This information helps you map out desirability and viability.  Then work to understand the big activities you need to do, the resources you need to have, and anything else related to feasibility. A business model canvas may help you to understand the things that have to be true for your idea to succeed.  From there, you can identify the things that have to be true that you have no evidence to support.  You can then select experiments that would help generate evidence about those things. Listen to the full episode to understand how to sequence your experiments, discover simple yet effective ways to test your business ideas before spending a lot of time and money, and more. YOUR HOMEWORKQuite often, the biggest risk is desirability. Look for observable evidence that there are more people than just you or friends or family that have the problem you’re trying to solve with your project or product. Learn firsthand whether or not there’s a market for what you want to do.Find out if it is a problem that’s big enough to actually build something for before you spend a lot of time and money. The observable evidence in this scenario would be people searching for something.Google could show search trend analysis could help show how big of a problem you’re solving. Are people searching for it regularly? Is it seasonal? How many people are searching for it? Was a search volume look like weather related terms or to specific regions in the world where it’s popular? Links Mentioned in This Episode David’s website DavidJBland.comPrecoil – David’s companyDavid’s Book – Testing Business Ideas David J. Bland David Bland is the founder of Precoil, an organization that helps companies find product market fit using lean startup, design thinking and business model innovation. David has helped validate new products and businesses at companies such as GE, Toyota, Adobe, HP, Behr and more. David has also written several books and is the co-author of Testing Business Ideas: A Field Guide for Rapid Experimentation. Latest Episodes MBA228: Software Development Pearls MBA227: The Minimum Viable Business MBALC: Elon Musk’s 5-Step Design Process MBA226: The FOCCCUS Formula MBA225: The Value of Business Models MBA224: Corkscrew Thinking MBA223: The Human Work Machine MBA222: Testing Your Business Ideas MBA221: Systems Thinking and Business Agility MBA220: Thoughtless Design with Karl Wiegers MBA219: How To Be an Agile Business Analyst BA Toolbox – A3 Report MBA218: Customer-Centric Transformation Lightning Cast: Agile Planning MBA217: Objectives and Key Results Lightning Cast: POWER Start for Your Meetings MBA216: Outcome Based Change Lightning Cast: Resistance to Change MBA215: The Challenges with Leading in Product Management MBA214: The BA Success Path MBA213: Applying Theory of Constraints MBA212: Transforming Your Work with Modern Agile MBA211: Adaptive Leadership MBA210: Vital Communication MBA209: Visual Thinking MBA208: Facilitative Leadership MBA207: Bad Behaviors in the Workplace MBA206: Succeeding with Analytics Lightning Cast: BA Goals Revisited MBA205: Beyond Data Literacy MBA204: Top Skills for 2020 MBA203: Career Insurance Yes, Virginia, There Are BAs in Agile Lightning Cast: Failure to Launch (a new product) MBA202: Business Value Analysis MBA201: Tips From an Accidental Product Owner MBA200: Take Action! The Best Advice from Over 200 Episodes MBA199: The Future of the BA Profession MBA198: DevOps – What it Means for BAs MBA197: Making Change Fun MBA196: Customer Journey Treasure Hunting MBA195: Example Mapping MBA194: Start Your Project Off Right MBA193: About Your Career Lightning Cast: Story Estimation – What’s the Point? Lightning Cast: Requirements Rot MBA192: The Blight of Product Debt Lightning Cast: The Power to Get Things Done MBA191: Use Cases in Agile Lightning Cast: AI – Can you be replaced by a machine? MBA190: Business Data Analytics Lightning Cast: You Are a Facilitator MBA189: Adventures in Product Ownership Lightning Cast: Simplified Value Stream Mapping MBA188: The Four Ps of Product Ownership Lightning Cast: Product Debt MBA187: Transitioning to a Scrum Master Role Lightning Cast: Business Agility MBA186: Exploring Product Ownership Lightning Cast: Don’t Throw it Over the Wall MBA185: Business Analysis in Agile Lightning Cast: Non-Functional Requirements in Agile MBA184: Discover What Customers Want with JTBD Lightning Cast: We Are the Business MBA183: The BA Role on a Scrum Team MBA182: BA in the Service Industry Lightning Cast: Death, Taxes, and Missed Requirements MBA181: The Three BA Archetypes MBA180: Socratic Questioning Lightning Cast: BA Performance Goals MBA179: The Power of Prototyping MBA178: Career Options for BAs MBA177: Product Backlog Refinement MBA176: Predictions for 2019 Lightning Cast: A Visit From the Business Analyst MBA175: Product Management is the New Business Analysis – Part 2 MBA174: Product Management is the New Business Analysis MBA173: Avoiding the Build Trap MBA172: Decide Smarter Faster with Kupe Kupersmith MBA171: Your Questions Answered – Listener Mailbag MBA170: Persuasion – Get Buy-In for Your Ideas Lightning Cast: Big Design Up Front MBA169: Digital Business Analyst Competencies MBA168: Exploring the BA Career Path MBA167: The Power of Storytelling MBA166: Mastering the Art of Feedback Special Message MBA165: Remembering Jerry Weinberg Lightning Cast: Think as a Customer MBA164: The Agile Analysis Certification MBA163: Lean Six Sigma – What You Should Know Lightning Cast: Moving to a BA Role MBA162: The Business Analyst Role and its Real Value MBA161: Evolution of the BA Role Lightning Cast: Dude’s Law MBA160: The Art of Better Business Requirements Lightning Cast: Business Agility MBA159: Experiment Driven Development MBA158: Agile Requirements MBA157: The Importance of Good Data Analysis Lightning Cast: Symptoms of Success MBA156: The Power of Mentoring MBA155: Hiring BAs and PMs MBA154: Change Leadership Lightning Cast: BA on a Scrum Team MBA153: Trends in Business Analysis Lightning Cast: Powerful Questions MBA152: Finding the Right Project Lightning Cast: Order your Backlog MBA151: Your Consulting Practice – with Karl Wiegers Lightning Cast: Which Communications Channel Should You Use? MBA150: A High Five for Business Analysts Lightning Cast: Common Issues Facing Business Analysts Today MBA149: The Power of EQ Lightning Cast: The Business Alchemist MBA148: 7 Keys to Succeeding with Agile Lightning Cast: Trust – The One Thing that Changes Everything MBA147: The Business Agility Manifesto MBA146: The Full Stack Business Analyst MBA145: Predictions for 2018 Lightning Cast: Confessions of a Recovering Perfectionist MBA144: The 12 Days of the Project Lightning Cast: Stepping Up to Product Ownership MBA143: Imposter Syndrome – Banishing Your Inner Critic Lightning Cast: Root Cause Analysis Lightning Cast: Using Competency Models MBA142: Lean Startup for the Enterprise MBA141: Digital Transformation – What is Means for BAs MBA140: Improve Influence with NLP Lightning Cast: Better Communication Using the DiSC Model MBA139: Thin Slicing Problem Analysis Lightning Cast: The Many Uses of a SIPOC MBA138: Building a Believable Business Case Lightning Cast: Stay in Your Lane MBA137: Challenges with User Stories – with Mike Cohn MBA136: What the IIBA Can Do for You – Part2 MBA135: What the IIBA Can Do for You Lightning Cast: Flip the Script in Your Job Search MBA134: Distinguishing Yourself in Your Career Lightning Cast: Brainstorming – You’re Doing It Wrong! MBA133: What BAs Need to Know About Agile Lightning Cast: Requirements Quality MBA132: Next Generation Competencies Lightning Cast: The Agile Business Analyst Mindset MBA131: Interviewing for a Business Analyst Position Lightning Cast: The Business Analyst Career Path MBA130: Exploring Requirements with Jerry Weinberg MBA129: Real Life Agile, UX, and Design Thinking MBA128: Where Should the Business Analyst Reside? MBA127: Guiding Principles for the Business Analyst – part 2 MBA126: Guiding Principles for the Business Analyst MBA125: Become the Conscience of the Business MBA124: Business Analyst in an Agile Environment MBA123: The 21st Century Business Analyst MBA122: Driving

Adrian Reed discusses systems thinking, how it enables business agility, and how it can help elevate the value you bring to your organization. Show Notes We live in a complex, rapidly changing world. In order to support our stakeholders and our organizations, we need to expand our view and adopt a systems thinking mindset. This allows you to see the whole and the interconnectedness between the parts, which in turn allows you to help stakeholders make the right decisions. Systems thinking makes business agility possible. With business agility, your organization is able to sense its external environment, really work out what’s significant, and then respond to it. To be really agile, your organization needs to see what’s changing. It needs to work out how it needs to change and then it needs to actually do it. Many organizations see that there is a strategic problem and something they really need to do, but they can’t quite configure themselves to respond to it. Business analysis is central to that because you think about sensing and seeing what’s coming. There’s a huge amount of strategic business analysis that fits into that space. You think about assessing how to change and there’s a lot of solution evaluation, problem solving, and understanding that fits in that space. Who’s Responsible for Strategic Systems Thinking? There’s often a belief that the top c-level executives should be doing this analysis. In reality, systems thinking and strategic thinking should happen at all levels. Think about what might change out in the world and how it might have an impact on how this project runs or how this product will need to incrementally change. Understanding what’s going on outside our organization or even internal – it can be “what if the priorities of this department change or what if we lose this key person” or some other event. That speaks to systems thinking; understanding the upstream and downstream impacts as well as all the pieces that are at work in a delivery system. We may write process and procedure manuals, but nobody really thinks about how they can adapt. So when something unexpected happens or some competitive threat comes along, we haven’t built variety into the processes. We lean out all of the slack and there can be times when that’s necessary. Systems thinking would encourage us to look more holistically and to recognize the complexity and to think about how the environment might change. Business analysis is a big part of that. Listen to the full episode for tools you can use to apply systems thinking and tips on providing next level value to your stakeholders and organization. Full Transcript for this episodeDownload YOUR HOMEWORKDon’t be afraid to look outside of the box that the organization has put you in.There are times when you’re busy with projects or initiatives and you’re asked to do something that doesn’t feel right. You’re under pressure and that doesn’t feel like a good time to descent. Sometimes that’s the most important time to pause, have a deep breath and think about if you need to put your attention elsewhere or look outside of the department that’s currently focusing on this change. Pick your head up and share your concerns.We’re all interested in getting to the right outcome. Bringing your observations to the attention of stakeholders lightens their load because it’s something that they probably should do and they probably want to do, but they’ve don’t have time.This is another way we elevate the reputation of our role. People start to realize that we’re strategic thinkers, and we should have a place at every part of the conversation, not just at the delivery. Links Mentioned in This Episode Adrian Reed’s Blog: https://www.adrianreed.co.uk/Blackmetric Business SolutionsSign up for the BA Digest Adrian Reed Adrian is a Principal Consultant and Director at Blackmetric Business Solutions where he provides business analysis consultancy and training solutions.  He also speaks internationally on topics relating to business analysis and business change. TrendingLightning Cast: Powerful Questions Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post MBA221: Systems Thinking and Business Agility appeared first on Mastering Business Analysis.

Author and thought leader Karl Wiegers shares principles and lessons he has learned from poor designs and what you can do to develop solutions that create a great user experience. Show Notes We’re all experienced products that are confusing, difficult to use, and cause frustration. Author Karl Wiegers has pulled together a collection of products with a thoughtless design and created a set of design principles and lessons to help us create solutions with the user in mind. If the solutions that we create aren’t usable, they’re not valuable to our customers. Design Lessons Karl’s first design lesson is to focus the design on usage, not on product features. Studies show that a high percentage of the features that are included in software packages are rarely used. Let’s think about what people want to do with the product and the environment in which they’re going to be using it. Then we can design the product to make it easier for users to get the job done. Let’s understand the disease before we come up with a cure. A second lesson is that design demands iteration. You’re not going to get the design right on your first try. You have to iterate. You have to sneak up on approaching a better design with each cycle until you have a design that’s good enough to satisfy the requirements and usability. You can iterate at multiple levels. You can iterate with each product release similar to the iPhone. When you iterate at that level, you may also get a lot of new bugs and increase complexity of the product. Making a product, marketing it, then seeing how people like it and making another try in a year is an expensive way to iterate. We want to iterate as cheaply as possible as many times as we can, and that requires doing things with prototypes and mockups. We can have an incremental growth of the level of precision and detail with the prototypes. The third lesson is we need to involve real users whenever possible. If you’re iterating on a design, how do you know what to change on your next cycle to make it better? Ideally, you’ll have some user representatives that are working with you; perhaps working with a prototype or a mockup under realistic usage conditions, as we can come up with a design. The users are going to show you things and tell you things that you just don’t get in the design lab. Sometimes you may not have real users available. You might have to work with user surrogates, but whenever possible, there’s just no substitute for having real people work with something that’s similar to the real product and tell you all the reasons why you’re not there yet. Fundamental Design Principles There are nine design principles in Karl’s book that are fundamental to good design. The design principles include: Make the product easy and obvious to use: The product should provide visual cues to the user to make the product easy and obvious to use.Make it hard to make a mistake: The product should be designed in a way that makes it hard to make a mistake, or at least have the user verify their intentions before taking a step that potentially could be a mistake. Design for the user’s convenience: Think about what the user is trying to do and create a design that allows them to get the job done. Avoid designing for the business’s convenience at the expense of the user. Remember that thoughtful design is something that makes it hard for users to make mistakes, doesn’t waste the user’s time, and is for the user’s convenience. Let’s try to detect unsatisfied preconditions and erroneous inputs as early as possible in the test sequence so the user doesn’t waste time on a task they can’t complete. Listen to the full episode to get more of Karl’s tips and advice on building products with the customer’s usability in mind. Your HomeworkAs a Business Analyst, Product Owner, or designer, let’s not make something and then have people tell us all the stuff we did wrong and why they hate it. Instead, try to satisfy the nine design principles from the outset.As a consumer, it helps us think more carefully about what features we’re looking for when we’re considering possible products that we might buy. What are the things that are important to me as a user before I buy it, take it home and saying that’s not what I was hoping was going to be? On a broader scale, we should all think more about the properties and characteristics and capabilities that we’re looking for before we put down our money. Links Mentioned in This Episode Karl’s website – https://karlwiegers.com/The Thoughtless Design of Everyday Things book site: http://thoughtless-design.com/ Karl Wiegers Karl Wiegers is an independent consultant, author, speaker, and thought leader in the project community.  His books on software requirements are considered required reading for Business Analysts and Project Managers.  As a consultant and trainer, Karl has worked with more than 100 companies and government organizations of all types, helping them improve the effectiveness and efficiency of their software development activities. Karl’s most recent book is The Thoughtless Design of Everyday Things Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post MBA220: Thoughtless Design with Karl Wiegers appeared first on Mastering Business Analysis.

Kent McDonald shares his thoughts on what it takes to succeed as a Business Analyst in an Agile environment. Show Notes To be successful as a Business Analyst in an Agile environment, you need to apply your same traditional skills and techniques differently.  Kent McDonald characterizes an Agile Business Analyst as those who take on the perspective of product people having the five characteristics below. Understand your context and use that information to determine what kind of techniques to use (and what not to use). The context is the structure of your organization, how the team is organized, and the nature of your product. Focus on figuring out what problem you’re trying to solve and finding ways to solve that problem (your outcome) with the least amount of work (output).  We want to minimize outputs (documents, lines of code, etc.) while maximizing outcomes (the business goals and objectives). Look at the traditional business analysis techniques as a way to build a shared understanding with the team and others with whom you’re working.  Instead of using many of the techniques simply for your own understanding, use them to get the entire team aligned and on the same page. Making sure decisions get made.  If you are the decision maker, you need to make the right decisions at the appropriate time.  Otherwise, help decision makers make timely decisions. Always learning through short feedback cycles and use the feedback to adapt.  Shortening the feedback loop allows you to get input sooner so that you can adjust as needed and build the right solution while minimizing risk. “It’s not a thing or a methodology, it’s a way you can approach knowledge work.”Kent McDonald Being Agile is about solving a problem as quickly as we can (or at least small bits of the problem as quickly as we can) and learning from our experiences and adjusting going forward. Listen to the full episode for all of Kent’s tips and advice on being successful as a Business Analyst in an Agile environment. YOUR HOMEWORKMake sure you have a clear understand of what problem you’re trying to solve. Implementing project X isn’t the problem. What is the underlying problem that project x is intended to solve? Links mentioned in this episode Kent’s website kbp.media Get Kent’s Book and Save 15% Go to kbp.media/book and use coupon code MasteringBA and get 15% off the cover price. This book helps business analysts be an effective member of a team working in an agile fashion. It explains how to add value to your team and how to apply your business analysis skills. It will help you understand how you can use your business analysis skills to make sure your team builds the right thing. Kent McDonald Kent McDonald writes about and practices software product management. He has IT and product development experience in a variety of industries. Kent is the author of multiple books including Product Ownership in the Wild, Beyond Requirements, and his latest book, How to Be an Agile Business Analyst. He also provides just in time resources for product owners and business analysts at KBP.media. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post MBA219: How To Be an Agile Business Analyst appeared first on Mastering Business Analysis.

Melissa Boggs discusses how the Scrum Alliance transformed into customer-centric teams and how you can have a greater customer focus. SHOW NOTES Over the past several years, many organizations have transformed the way they work and the way they’re organized.  With Digital and Agile transformations and shifting from projects to products, organizations are trying to find better ways of working and deliver more customer value. Some forward-thinking organizations have even transformed to organize around the customer.  This allows them to have greater customer focus and deliver value faster through fewer dependencies and hand-offs. The Scrum Alliance recently went through such a customer-centric transformation, which allowed them to focus on customer needs at their specific point in the journey.  This also helps that organization better align with organizational priorities. They reorganized into customer-centric, interdisciplinary teams serving different customer segments.  This allows them to discover new products and services that better meet their customers’ needs. Challenges One of the challenges faced by the Scrum Alliance when they transformed was the fear of changing the way they are working when they’re been successful.  This required understanding the value in shifting to a customer-centric focus and saying ’no’ to some things. Another challenge is in the area of alignment.  If you have a skill or discipline spread across several teams, how do you ensure alignment and consistency and avoid duplication of effort?  Creating shared guiding principles and creating communities of practice help with alignment and consistency. Enabling the Transformation To enable the customer-centric transformation, the Scrum Alliance shifted their Sprint Reviews to include real customers.  This allows them to get rapid feedback from customers, which helps them adapt to customer needs. They also created open-mic events every two weeks for teams to showcase their work to the rest of the organization.  This helps with alignment and consistency between teams. In addition, teams shared stories of success and learnings through storytelling.  The Scrum Alliance used their Slack storytelling channel to share stories about accomplishments, failures, and what they learned along the way.  Storytelling also helps create psychological safety within the organization. Listen to the full episode to discover how your organization can shift its focus on the customer and increase customer value. “It starts with you, because when you embrace your own uniqueness, so will your team. When you demonstrate self-confidence, self-worth, and your strengths, they will feel the permission to do the same. When you tell your stories, so will they. At this intersection of strength, vulnerability, and uniqueness, that’s where thriving begins.”– Melissa Boggs YOUR HOMEWORKStart by getting clarity about who the customer is and their customer’s story. Then reflect to understand yourself and your relation to that customer. Melissa Boggs Melissa Boggs offers a unique blend of coaching expertise and executive experience. She is a leadership, agility, and culture coach and executive with background in leadership, business, and product development. She has worked with executive teams, software teams, marketers, and educators in domains such as healthcare, public education, technology, and finance. She is a former nonprofit executive and board member, having served on the Board of Directors for both Scrum Alliance and Agile Denver. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post MBA218: Customer-Centric Transformation appeared first on Mastering Business Analysis.

Paul Niven helps us to understand Objectives and Key Results (OKRs), a goal-setting tool to set ambitious goals with measurable results. Show Notes Objectives and Key Results (OKRs) is a goal-setting system to help drive strategic execution.  It’s a critical thinking framework and ongoing discipline to focus efforts to drive the company forward.  In short, OKRs help your organization align and achieve important goals. OKRs go beyond simple goal setting in that there is a build-in approach for reflection and ongoing improvement. Many organizations use a dual cadence. That means that the highest level of the organization, they have longer term OKRs (typically annual) to set context.  From there, other areas set 90-day OKRs that allow for frequent inspection and help to achieve the longer term OKRs.  Teams will often use weekly check-ins and mid-quarter reviews to ensure we’re focused and achieving results. Objectives When crafting an OKR, start with the objective.  An objective is a statement of a broad qualitative goal designed to propel the organization forward in a desired direction.  It’s what the organization aspires to be. There’s an art and science to creating a good objective.  There are three components to an effectively worded objective. Objectives should start with a verb.  By their nature, objectives are action oriented.The objective should state what we aspire to do.Effective objectives should state the ‘why’ or ‘so that’.  It explains why we want to do what we’re trying to achieve. Key Results The Key Results portion of the OKR tell us how we’ll measure progress and how we’ll know if we’ve achieved the objective.  These are quantitative statements.  There are two types of key results; metrics and milestones. When using a metric, it’s important to show the level of stretch by describing it in the format of “from X to Y”.  For example, a Key Result may be “Increase click-through rate on the website from 27% to 43%”.  Showing the amount of change in this way sets the context of the goal. Sometimes to get to a metric, we need to use a milestone Key Result.  A milestone turns a binary activity into a Key Result.  It’s an activity that will drive progress for the metric Key Result.  An example of a milestone Key Result is “Build sales page on the website”. There are two conditions for milestone key results.  They should be accompanied by a date (deadline) and it should be complimented with a metric key result. Common Challenges One of the common pitfalls with using ORKs is that the Key Results may have a lack of specificity.  The use of generic words such as “launch” or “implement”.  These vague words make it difficult for people to align because they may have different interpretations of what these words mean.  The more specific and clear you make the goal, the more likely you are to achieve it. Another problem is that people often turn their OKRs into a long, uncoordinated list.  To address this, make a story out of your OKRs.  Once you have the objective, think about what the first thing you’ll need to do or measure to achieve that outcome and then the next and the next. Alternatively, start with the metric Key Result and work backwards from that measurable outcome. Listen to the full episode to understand how to use OKRs to stay aligned and achieve ambitious goals. HomeworkLearn more about OKRs and try it yourself by using the OKR formula to set a goal either for your next project or in your personal life. Links Paul’s website OKRsTraining.com Paul Niven Paul Niven is a management consultant, author, and noted speaker on the subjects of Strategy, Strategy Execution, Objectives and Key Results (OKRs), and Balanced Scorecard. Paul is the founder of both OKRsTraining.com and The Senalosa Group. The companies have assisted over two-hundred organizations around across the globe effectively execute their strategy. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post MBA217: Objectives and Key Results appeared first on Mastering Business Analysis.

David Hawks shares an approach to transformations, projects, and large change initiatives by starting with the intended business outcomes. Show Notes Many transformations and large initiatives fail or don’t achieve their intended value. While the transformation, project, or large initiative may be “done”, if it doesn’t result in its intended business value, it has failed. Part of the reason for this is a lack of alignment. We often see transformations and large initiatives where the transformation or initiative itself is the goal. The effort is focused on the wrong goal or intention. Instead, we need to start with the end in mind. Understand what the outcome you’re trying to achieve is and focus on the activities that will help achieve that outcome. Begin with the end in mind. The goal is not to implement Agile practices or deliver Project X. The goal is to get the business outcome resulting from that change. Listen to the full episode to understand how to gain alignment and ensure your initiative is enabling the right outcomes. YOUR HOMEWORKChallenge yourself on your current of next initiative to think about the intended outcomes you’re trying to produce. Are why we’re undertaking this initiative if you don’t already have a clear understanding. What would success look like from a business outcome perspective? Links David’s website PathtoAgility.comAgileVelocity.com David Hawks David Hawks is the Founder and Chief Agilist of Agile Velocity. He’s a Certified Enterprise Coach and Certified Scrum Trainer who is passionate about helping organizations achieve true agility beyond the basic implementation of Agile practices. David’s primary focus is to guide leaders through their Agile transformation by helping to create successful transformation strategies and effectively manage organizational change with a focus on achieving real business results. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post MBA216: Outcome Based Change appeared first on Mastering Business Analysis.

Are you working on a change initiative? Overcome resistance to change using Goldratt’s Four Quadrants of Change. A lot of people talk about how difficult change is and how people resist change.  People don’t actually resist change; they respond to a change by evaluating the change across four dimensions.  These four dimensions make up Goldratt’s Four Quadrant’s on Change. The reason getting someone to change is hard or we perceive that people are resisting change is because we often only look at one of those dimensions; the positive consequence associated with the change. Most of us ignore the negative consequences of the change as well as the pluses and minuses of not changing. We need to present all four sides from the other person’s perspective.  Look at the pluses and minuses of changing as well as the pluses and minuses of not changing. What’s the pot of gold or benefit for the person you’re trying to influence?What are their crutches – their risks, obstacles, and effort associated with the change?What are their alligators – their current problems that will be solved by the change?What are their mermaids – the things they consider positive today that they may lose with the change? Are there enough positives to outweigh the negatives?  Is the pot of gold is large enough, alligator is dangerous enough, the effort and risk are small enough, and is the loss of the mermaids small enough? Remember to look at each of these dimensions from the other person’s perspective.  If you’re working with a group of stakeholders, each may have different pots of gold, crutches, alligators, and mermaids. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post Lightning Cast: Resistance to Change appeared first on Mastering Business Analysis.

Roman Pichler discusses the challenges associated with leading in a Product Management role and what you can do to overcome those challenges. Listen to the full episode to discover the challenges associated with leading as a Product Manager and what you can do to overcome those challenges. Your HomeworkConsider slowing things down once in a while and make time to step away from your day-to-day work. Use that time to check-in with yourself and reflect on how your week is going and the challenges you face. Hold a personal retrospective. Without taking time out to reflect, we’ll never really improve. Links: RomanPichler.com – Roman’s websiteHow to Lead in Product Management – Roman’s bookListen to Roman’s podcast Roman Pichler, Pichler Consulting Roman Pichler is a leading agile product management and Scrum expert.  Roman is the author of several books including “Agile Product Management with Scrum“, “Strategize“ and his latest book, “How to Lead in Product Management“. Roman is an active contributor to the London product management community and a regular speaker at international conferences. Roman was named one of the 20 most influential agile people in April 2012. Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. The post MBA215: The Challenges with Leading in Product Management appeared first on Mastering Business Analysis.

Laura Brandenburg shares her framework for career development; the Business Analyst Success Path.  Show Notes Many Business Analysts struggle to understand how to get to the next step in their career.  The way to advance in your career depends on where you are now.   Charting your career path includes defining the “as is” and “to be” of your career. Laura’s Business Analyst Success Path framework highlights six stages. Explorer – This is when you’re first exploring the Business Analysis profession. You’re not yet committed to the BA role as a career. Intentional – You’ve made the decision to commit to being a Business Analyst. Official – You’re in an official Business Analyst role either with or without the actual title and you’re performing business analysis activities. Proven – You have a solid track record as a Business Analyst.  Your experience may be within one specific area. Super Hero – You are confident that you can succeed in any project situation and you’re often sought after because people trust you and your work. Champion – You’re an expert in business analysis and a champion for the role. You can mentor, lead, train, and manage others.  You may also establish frameworks that enable others to be successful.   Listen to the full episode to understand how to progress from one stage to the next and grow in your career as a Business Analyst. https://traffic.libsyn.com/secure/masteringbusinessanalysis/MBA214.mp3   Z Your Homework First, be clear on where you are now and where you want to be. From there, determine the specific action steps you must take to move towards your desired state. After three to six months, reevaluate where you are and where you want to go in your career.   Links mentioned in this episode: Laura’s website, Bridging the Gap Laura’s Quick Start Program: https://training.bridging-the-gap.com/quick-w Episode 31: Starting a Career in Business Analysis Laura Brandenburg Bridging The Gap Laura Brandenburg is an internationally-recognized leader known for helping mid-career professionals start business analysis careers. Laura brings more than a decade of experience as a full-time business analyst to help you find transferable BA skills, expand your experience, and start your business analyst career with confidence. Laura is also the author of How to Start a Business Analyst Career. TwitterLinkedIn   Thank you for listening to the program To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers. Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week. .       The post MBA214: The BA Success Path appeared first on Mastering Business Analysis.