Breakthrough Business Analysis Collaboration Creativity and Deliberate DesignCentered

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 1

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 2

The Business Analysis Journey 3

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

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

The 21 st Century Challenges us to Change The Internet of Everything Innovation ng Technology Advances Fast and Furious Provide Customer Value Complexity Every Company a Technology Company Ca Imp pa rov bil e itie s Im D e cis prov i o n. M e a ki Software Embedded in Everything re o M Do er Fast Competitive Advantage Always at Risk ce u d Re osts C Convergence digital, social and mobile spheres Change & Complexity the only Constant 6

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

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 8

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

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

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

Changes our Project Success Model Suc 90% on Time, on Cost, on Scope ces s Innovative Solutions Value to Customers Wealth to the Bottom Line 12

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

Top Leadership Qualities 1. 2. 3. 4. 5. 6. Creativity Integrity Global Thinking Influence Critical Thinking Complexity Thinking “We do not have the creative talent needed. ” Capitalizing on Complexity, 2010 IBM Global CEO Study 14

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 "Without order, nothing can exist. Without chaos, nothing can evolve“ f e o Edg os Cha • Adaptive behaviors • Essential to survival Greg Horowitt, TEDx. San. Diego Equilibrium Chaos Vladimir Dimitroy, Complexity, Chaos and Creativity: A Journey Beyond System Thinking Peter Fryer, A Brief Description of Complex Adaptive Systems and Complexity Theory http: //www. trojanmice. com/articles/complexadaptivesystems. htm 15

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

Creativity-Inducing Business Analysis Capitalize on complexity to bring about creativity Define Problem Identify out-ofthe-box ideas Pursue iterative, ongoing idea generation and prototypes Make decisions quickly, test them, make course corrections Reinvent your team facilitation model often 17

Structured Decision Making/Problem Solving Tools Help 4 -Plan your approach 1 Understand the Issue 1 -Plan 4 -Act 3 -Prepare for action 2 Generate ideas 2 -Do 3 Check 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 18

First Create - Then Innovate 1. Create: divergent thinking Create • Generate Ideas • Combine, Refine • Invent, Originate, Imagine! 2. Innovate: convergent Innovate thinking • Analyze • Refine • Experiment • Decide! 19

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 20

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

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

Use Convergent Thinking to Decide 1. Refine and prioritize the list of ideas 2. Determine feasibility of high-priority options 3. Analyze the feasible options 4. Decide! 23

Feasibility Analysis Template Option Cost Benefits Innovation Process Risk Technical Risk #1 #2 #3 #4 24

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

All Facilitation is Consensus Building Collaborative Con sen sus Unifying Participative Synergistic

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

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 28

Top Leadership Qualities 1. 2. 3. 4. 5. 6. Creativity Integrity Global Thinking Influence Critical Thinking Complexity Thinking, and now… 7. Design Thinking “We do not have the creative talent needed. ” Capitalizing on Complexity, 2010 IBM Global CEO Study 29

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

Converging Disciplines to meet 21 st Century Challenges Technology (Feasibility) Des ign Inn o vat io n Business Customer Value (Viability) (Usability, Deep Need) Art (Emotion, Desirability)

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

What is Design-centered Business Analysis? Inn ova tion Deep Customer Understanding Collaborate, Experiment, Adapt, Invent Design Thinking Complexity Thinking

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

Design Thinking: Human-Centered Innovation Concurrent Business Analysis Observation Rapid Concept Prototyping Collaboration Visualization of Ideas Design Thinking: Integrating Innovation, Customer Experience, and Brand Value, Design Management Institute, Thomas Lockwood Fast Learning 35

The Gears of Business Design Your Transformation Complexity and Volatility demand Iteration, Emergence vs. Planning Concept Visualization, Ideation, Prototyping, User Evaluation Heather Frasier, Design Works and Tim Brown, IDEO Strategic Business Design Resiliency vs. Efficiency Empathy and Deep Customer Understanding Design of Behaviors vs. Products 36

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

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

It takes a Team of “T-shaped” Experts • Small but mighty • Core full-time leaders • Shared leadership • Highly trained • Highly practiced • Multi-skilled • Experienced • Personally accountable • Expertly coached Understand strategic criticality of the effort Common values and guiding principles Passionate about the mission Keeps score, seeks feedback Constantly innovating, improving, searching for better methods, tools, practices 3939

Another Design-Centered Model What is What if What wows What works Designing for Growth: A design Thinking Toolkit for Managers, Jeanne Liedtka and Tim Ogilvie 40

Business Design Process, Tools, Management Visualization What is • Journey Mapping • Value Chain Analysis • Mind Mapping Design Brief • Formalizes Project • Goals, Resources, Timelines What if • Brainstorming • Concept Development • Assumption Testing • Prototyping Design Criteria Design Pitch • Sets Criteria to Evaluate Alternative Designs • Crystalizes Communications • Describes each of the Best Few Solutions Designing for Growth: A design Thinking Toolkit for Managers, Jeanne Liedtka and Tim Ogilvie What wows What works • Customer Co. Creation • Learning Launch Learning Guide • Defines Level of Resources to Invest in the Solution 41

Visualization: the Language of Design 42

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

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

Breakthrough Project Outcomes Des ign- Deep Customer Understanding Cen tere d In nov atio n Design Thinking Complexity Thinking Kitty Hass Principal Consultant, Kathleen Hass & Associates, Inc. BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICE Cell: 303. 663. 8655 Email: kittyhass@comcast. net Collaborate, Create, Experiment, Adapt, Invent, Iterate

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