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Kitty Hass

Breakthrough Business Analysis  Collaboration, Creativity, and Deliberate Design-Centered Innovation . Kitty Hass Principal Consultant, Kathleen Hass & Associates, Inc. BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICE Cell: 303.663.8655 Email: kittyhass@comcast.net. DENVER CHAPTER.

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Kitty Hass

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  1. Breakthrough Business Analysis  Collaboration, Creativity, and Deliberate Design-Centered Innovation  Kitty Hass Principal Consultant, Kathleen Hass & Associates, Inc.BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICECell: 303.663.8655Email: kittyhass@comcast.net DENVER CHAPTER

  2. The leading expert in Strategic Business Analysis and Complex Project Management She has written nine books, dozens of influential articles, and given lectures at corporations throughout the world. She is a professor of Strategic PM and BA Practices at Villanova University and a keynote speaker at conferences around the world. Kitty is a Director on the IIBA Board, and is on the BA advisory boards for Capella University and the University of California, Irvine. Her ground breaking work in Project Complexity has earned her recognition as a recipient of the PMI’s David I. Cleland Literature Award

  3. The Business Analysis Journey

  4. 20th Century Business Analysis • 10% • Group Facilitation • Creativity • Innovation • Elicitation • Validation • . • 30% • Operational Support • Continuous Improvement Analysis • Problem Analysis • Process Analysis • 80% • Tactical Analysis • Requirements Management • Decision Analysis • Solution Analysis • Change Management • Communication Management • 10% • Strategic Analysis • Enterprise Analysis • Business Architecture • Competitive Analysis • Business Case • Value Management

  5. Focus – Too Tactical Linear vs. Adaptive Approaches Management vs. Leadership . Tactical Orientation vs. Systems Thinking . Business as Usual vs. Innovation Project Outcomes vs. Business/Customer Value Project & Requirements Management Vs. Complexity Management

  6. The 21st Century Challenges us to Change The Internet of Everything Every Company a Technology Company Reduce Costs Competitive Advantage Always at Risk Improve Capabilities Convergence digital, social and mobile spheres Software Embedded in Everything Innovation Do More Faster Improve Decision Making Technology Advances Fast and Furious Change & Complexity the only Constant Provide Customer Value Complexity

  7. We need to Disrupt Traditional Business Models and Value Streams Strategy Teams Leadership Portfolio Management Decision Making Communication Tools & Systems BA / PM PMO Resource Management Collaboration Innovation BACOE Competencies

  8. Breakthrough Business Analysis Centers on woefully inadequate elements of business/technology projects • Decision making: collaborative • Thinking: global, holistic, strategic • Complexity: leveraged to achieve creativity • Leadership: shared, diverse, expert • Teams: collaborative, high performing • Methods: adaptive, experimenting, creative, visualizing, agile • Solutions: innovative, competitive, unsettling, disruptive • Value: delivered often

  9. Breakthrough Practices Produce Groundbreaking Results Business as Usual Business Accelerated Create a system of engagement Go to market faster with smaller feature sets Iterate with fast feedback loops Embrace change Have a long-term vision of products Deliver what they really need tomorrow Realize the cost of lost opportunities Use the right method for the right product Track changes to see where the threads lead • 3-5 year roadmap • Big, feature-rich updates • Control changes • Quality means fewer defects • Short-term focus on few projects • Deliver what they asked for yesterday • Hard costs count • Use agile to do the wrong things faster • Track changes for CYA Better, Smarter, Faster: Accelerating Innovation Across the Enterprise, 2013, Jama Software, Inc.

  10. Traditional vs. Breakthrough BA • Business/Technology Optimized Business Needs Met Strategy Executed Innovation Level 4 Business Requirements Managed 3 Enterprise Level Project Level 2 BA Value Acknowledged Breakthrough Innovation Innovative Products, Services, Capabilities Competitive Advantage Business Analysts Business/Technology Experts Innovation Experts Change Experts Highly Complex Strategy Analysis Solution Assessment & Validation Business Case Value Management Strategy Execution Business Analysts Business Architects Business Consultants Enterprise Analysts • Moderately Complex • BA Planning • Elicitation • Analysis • Requirements Mgt and Communication • Business Analysts • IT Oriented • Business Oriented Awareness 1 • BA Practices Informal • BA Community of Practice Exists • Increasing awareness of the value of BA Value-Based BA Practices Traditional BA Practices

  11. CIOs are Re-building the PM and BA RolesThe Rise of the Enterprise Value-focused PM and BA • BAs and PMs are in demand and will play a critical role • But not the type we have today Recognizing the value of experienced and solution focused IT professionals already in the organization Now using PMs and BAs as a leverage point for experienced professionals to translate what they know into the best way to move forward Moving from a requirements and PM focus to a solutions focus The PM and BA is an essential part of that transformation Mark McDonald, Ph.D., former group vice president and head of research in Gartner Executive Programs http://blogs.gartner.com/mark_mcdonald/2012/01/30/amplifying-the-role-of-the-business-analyst/

  12. Changes our Project Success Model Success

  13. “All people are inherently creative.” • John M. McCann, Leadership As Creativity: Finding the Opportunity Hidden Within Decision Making and Dialogue Creativity Inducing Business Analysis

  14. Top Leadership Qualities • Creativity • Integrity • Global Thinking • Influence • Critical Thinking • Complexity Thinking “We do not have the creative talent needed.” Capitalizing on Complexity, 2010 IBM Global CEO Study

  15. The Good News about Complexity: It Breeds Creativity • Complex systems fluctuate between states of • Equilibrium (paralysis, death) • Chaos (unable to function) • Edge of Chaos most creative, productive state • Adaptive behaviors • Essential to survival Edge of Chaos "Without order, nothing can exist. Without chaos, nothing can evolve“ Greg Horowitt, TEDxSanDiego Equilibrium Chaos • Vladimir Dimitroy, Complexity, Chaos and Creativity: A Journey Beyond System Thinking Peter Fryer, A Brief Description of Complex Adaptive Systems and Complexity Theory http://www.trojanmice.com/articles/complexadaptivesystems.htm

  16. Expert Facilitation Fosters Creativity • Creativity-inducing tools and techniques make use of: • Structured, problem-solving and decision-making methods (left brain) • Cleverly augmenting them with investigation, experimentation, and a little bit of chaos (right brain) The skill of generating innovations is largely the skill of putting old things together in a new way, or looking at a familiar idea from a novel perspective, or using what we know already to understand something new. Annie Murphy Paul, The Brilliant Report

  17. Creativity-Inducing Business Analysis

  18. Structured Decision Making/Problem Solving Tools Help Problem solving can take many forms but, if you try problem solving without any structure, you may end up with a bigger problem. Beyond Lean, http://www.beyondlean.com/problem-solving.html

  19. First Create - Then Innovate • Create: divergent thinking • Generate Ideas • Combine, Refine • Invent, Originate, Imagine! • Innovate: convergent thinking • Analyze • Refine • Experiment • Decide!

  20. Use Divergent Thinking to Create • Identify as many options as possible • Think “outside the organization” • Accept all options • Look for unusual possibilities and combinations • Combine like ideas, build on other’s ideas • Encourage participants to challenge each other, experiment, get crazy, be chaotic, get in the zone • There are many idea generation techniques: • Brainstorming • 6 – 3 – 5 • Idea Mapping

  21. Clarify Purpose • Prioritize • Discuss, Refine • Conduct Feasibility Analysis on Top 3-5 Clarify & Combine Generate 3-5 Ideas Silently Brainstorm Ideas Quickly No Discussion Brainstorming Brainstorming is limited by organizational constraints when in a conference room. Need to get into the field to understand the customer experience.

  22. Brainstorming VisualizationIdea Mapping • Map brainstormed ideas using a colorful diagram • Great visualization technique • Advantages • Uses right and left brain • Clarifies thinking, saves time • Fosters ability to organize, communicate, remember, innovate

  23. Use Convergent Thinking to Decide • Refine and prioritize the list of ideas • Determine feasibility of high-priority options • Analyze the feasible options • Decide!

  24. Feasibility Analysis Template

  25. Get Physical and Visualize • For the most feasible options build: • Prototypes • Mockups • Models • Story Boards • Stick figures

  26. All Facilitation is Consensus Building Consensus

  27. Making Consensus Decisions • Lead with questions not answers • Listen politely • Paraphrase • Build on other ideas • Ask if more analysis is needed • Be open; accept alternatives • Deal with facts • Stay calm and friendly • Promote (insist on) creativity and innovation

  28. By the Numbers: 228% • The amount design-driven companies outperform the S&P 500. • Design Management Institute The Next Level: Design-Centered Innovation “A human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Laure Busche, Lean Branding and Design Thinking Expert

  29. Top Leadership Qualities • Creativity • Integrity • Global Thinking • Influence • Critical Thinking • Complexity Thinking,and now… • Design Thinking “We do not have the creative talent needed.” Capitalizing on Complexity, 2010 IBM Global CEO Study

  30. What’s the Big Deal about Design Thinking? Combines empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality in analyzing and fitting various solutions to the problem context Tom Kelley and Dave Kelley, Creative Confidence, Crown Business, 2013

  31. Converging Disciplines to meet 21st Century Challenges Design Innovation

  32. Marks the Convergence of Technology and the Arts Design thinking… a methodology that imbues the full spectrum of innovation… a management strategy… a system that uses the designer’s sensibility and methods to match peoples’ needs with what is technologically feasible and what a viable business can convert into consumer value and market opportunity. Tim Brown, CEO, IDEO and member of the Mayo Clinic Innovation Advisory Council

  33. What is Design-centered Business Analysis? Innovation

  34. Fundamental Design Principles • People centered • Deep user insights • Visualization • Solve wicked problems • Creativity • Efficiency, Efficacy • Empathy • Collaboration • Diverse points of view • Integrative thinking • Cross-functional teams • Iteration, Invention

  35. Design Thinking: Human-Centered Innovation Design Thinking: Integrating Innovation, Customer Experience, and Brand Value, Design Management Institute, Thomas Lockwood

  36. The Gears of Business Design Design Your Transformation Resiliency vs. Efficiency Complexity and Volatility demand Iteration, Emergence vs. Planning Design of Behaviors vs. Products

  37. The d-school at Stanford Approach “…a hub for innovators at Stanford. Students and faculty in engineering, medicine, business, law, the humanities, sciences, and education take on the world’s messy problems together.”

  38. The d-school at Stanford: Radical Collaboration • Everyone loops through cycles of learning, teaching and doing: • Move quickly beyond obvious ideas • Help each other even if it’s inconvenient • Ask for inspiration when stuck • Play • Defer judgment long enough to build on each other’s ideas http://dschool.stanford.edu/our-point-of-view/#radical-collaboration

  39. It takes a Team of “T-shaped” Experts Understand strategic criticality of the effort Common values and guiding principles Passionate about the mission Keeps score, seeks feedback Constantly innovating, improving, searching for better methods, tools, practices • Small but mighty • Core full-time leaders • Shared leadership • Highly trained • Highly practiced • Multi-skilled • Experienced • Personally accountable • Expertly coached

  40. Another Design-Centered Model

  41. Business Design Process, Tools, Management Visualization

  42. Visualization: the Language of Design

  43. Who is the most famous designer of the 21st Century?

  44. The Genius of Design Thinking “Intuition counts heavily, experimentation happens fast, failures along the way are embraced as learning, business strategy is integrated, and more relevant solutions are produced” Design Thinking: Integrating Innovation, Customer Experience, and Brand Value, Thomas Lockwood, Design Management Institute

  45. Breakthrough Project Outcomes Design-Centered Innovation Kitty Hass Principal Consultant, Kathleen Hass & Associates, Inc.BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICECell: 303.663.8655Email: kittyhass@comcast.net

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