IIBA Facilitation Skills for Business Analysis v3
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Transcript of IIBA Facilitation Skills for Business Analysis v3
© EXPRESSWORKS
Facilitation Skills for Business Analysis v3:Six Success Factors
Presented for the International Institute of Business AnalysisDallas Chapter
Rick WaltersAugust 20, 2015
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Encompassing the Full Scope of the Business Analysis Discipline
Version 2 Scope Version 3 ScopeIT Projects IT ProjectsAgile (limited coverage) Agile (full coverage)
Business Process ManagementBusiness ArchitectureBusiness Intelligence
• Industry is demanding:– Process improvement skills– Strategic thinking and alignment to business goals– Integration with agile software development methods– Greater focus on change management
BABOK® Guide v3: The Essential Standard for Business Analysis
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Manifesto for Agile Software Development
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
© 2001, the above authorsthis declaration may be freely copied in any form,
but only in its entirety through this notice.
Learn – Adapt ControlPeople Artifacts
BA as Facilitator for Stakeholder Collaboration01
Topics
BABOK v3 Knowledge Areas and Facilitation Design02Facilitation Skills and Techniques03
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BA as Facilitator for Stakeholder CollaborationIIBA Core PurposeUnderlying Competency - FacilitationDefinition of FacilitatorSix Success Factors
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Core Purpose
“To unite a community of professionals to create better
business outcomes”
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BABOK® GuidePages 2-3
What is Business Analysis?• Business analysis is the
practice of enabling change in an enterprise by defining needs and recommending solutions that deliver value to stakeholders.
Facilitating Stakeholder
Collaboration
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Underlying CompetenciesInteraction Skills, FacilitationBABOK V3 page 207
Purpose• Business analysts facilitate interactions between stakeholders in order to help
them make a decision, solve a problem, exchange ideas and information, or reach an agreement regarding the priority and the nature of requirements. The business analyst may also facilitate interactions between stakeholders for the purposes of negotiation and conflict resolution (as discussed in Negotiation and Conflict Resolution (p. 210)).
Definition• Facilitation is the skill of moderating discussions within a group in order to
enable all participants to effectively articulate their views on a topic under discussion, and to ensure that participants in the discussion are able to recognize and appreciate the differing points of view that are articulated.
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Working definition . . . facilitator
[Preparation and During]• A facilitator is someone who uses knowledge of group processes
to formulate and deliver the needed structure for meeting interactions to be effective.
[During]• The facilitator focuses on effective processes (meeting dynamics)
allowing the participants to focus on the content or the substance of their work together.
Basic Facilitation Skills Primer, 2002http://www.iaf-world.org/i4a/pages/index.cfm?pageid=3387
In its loosest definition, a facilitator is:
Any person who jumps up during a meeting and starts writing key points on a chalkboard as they are being discussed.
Or someone who puts up a hand and suggests that the participants focus on a single problem.
Or even a participant who suggests that they find out a little about each other, or agree on how they're going to make decisions.
Basic Facilitation Skills Primer, 2002http://www.iaf-world.org/i4a/pages/index.cfm?pageid=3387 11
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Success Factors
Objectives: Define the tangible and intangible outcomes
Preparation: Design the before, during and after activities
Business Context: Align the team by confirming direction and boundaries
Meeting Context: Establish collaborative guidelines and decision making processes
Facilitation: Elicit dialogue and focus on the journey, check in and adjust agenda as needed
Build Momentum: Recognize accomplishments, Identify areas of focus for future interactions
Preparation
Context
Facilitation
Follow-up
BA as Facilitator for Stakeholder Collaboration01
Topics
BABOK v3 Knowledge Areas and Facilitation Design02Facilitation Skills and Techniques03
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BABOK v3 Knowledge Areas and Facilitation DesignTasksTechniquesExamples
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Revised Knowledge Area StructureFacilitation Opportunities
BABOK® Guide v3: The Essential Standard for Business Analysis
Plan Business Analysis Governance
Prioritize RequirementsConduct / Confirm Elicitation
Current / Future State
Assess Enterprise Limitations
Verify / Validate Requirements
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Techniques to Task Mapping
472
1 0 .50.Workshops
1.Plan Business Analysis Approach
2.PlanStakeholderEngagement
3 .P lan Business Ana lysis Governance
4.Plan Business AnalysisInformationManagement
5.IdentifyBusiness AnalysisPerformanceImprovements
2 .Conduct E l ic itation
3 .Confirm E l ic itation Resu lts
4.CommunicateBusiness AnalysisInformation
3 .Prioritize Requ irements
4.AssessRequirementsChanges
5.ApproveRequirements
1.AnalyzeCurrent State
2.Define FutureState
3. Assess Risks
4.Define ChangeStrategy
4.DefineRequirementsArchitecture
5.Define DesignOptions
6.Analyze PotentialValue andRecommendSolution
8 .4 . AssessEnterprise Limitations
10 . Techniques 3 . Business AnalysisP lanningand Monitoring
4 . Elicitation andCollaboration
5 . Requ irementsLife Cycle Management
6 . Strategy Analysis 7 . Requ irementsAnalysis and DesignDefinition
8 . SolutionEvaluation
BABOK® Guide v3: The Essential Standard for Business Analysis
10 .37. Reviews 2.PlanStakeholderEngagement
3.Plan Business AnalysisGovernance
3 .5 . IdentifyBusiness AnalysisPerformanceImprovements
3.Confirm Elicitation Results
4.Communicate Business Analysis Information
5 .5 . ApproveRequirements
2.Verify Requirements
3.Validate Requirements
Two Powerful Facilitation Techniques
Agile pulls these together in to iterations
Strategy Analysis
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Knowledge AreaStrategy Analysis - Example
Tasks• Current State• Future State• Assess Risks• Define Change
Strategy
External / Market
Past Present Future
Internal / Company / org- Prod/Svc: What
were/are we doing
- Structure: How organized, going about it?
- Capabilities: Skills,tools
BABOK® Guide v3: The Essential Standard for Business Analysis. Page 99
Needs: Gaps, OpportunitiesRisksEnterprise Limitations
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PreparationObjectives and Participants
Objectives• Focus Question: How do we
best focus our skills and energy during the evolution and transition of our services function for the corporation?
• Review recent organization changes
• Determine next steps– Maintain– Change– New effort– Redirect effort
Participants• Team Leader• Architecture Lead• Services Lead• Operations Lead• MarCom Support Lead
Represent the perspectives needed for a quality decision
Have the information, knowledge
Will execute, must own or have authority for decisions
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PreparationDesign: Before, During, After
Business Context
Meeting Context
Setting the stage has a very large impact on how effective the session can be!
Event Title Services Group Planning SessionDate: AprilLocation Conference Facility
Start TimeTime
AllocatedTopic Topic Leader Expected Outcome / Deliverable Process / Content
8:00 AM10
Welcome, Introductions
Facilitator or Team Leader
> Learn expectations of each participant
8:10 AM
10
Sponsor Kick-off Team Leader > Understand context, vision, direction and any boundary conditions> Leader's expectation for the workshop and participation
> Review organizational objectives> Where we are in the planning process: Call to action - what is our role going forward> General approach to the session and next steps after the session
8:20 AM
10
Review Agenda Facilitator > Discuss how the workshop is designed to meet the objectives and expectations> Update if needed
> Describe the objectives and design/flow of the workshop and meeting guidlines enable the outcome> Incorporate touchpoints to stated exepctations> Include how the preparation feeds in, what will be done during the session and what is planned as follow-up (some exepcations may be met later)
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Meeting Guidelines - ExamplesCan vary with the purpose of the meeting
• Visioning, Brainstorming– Open mind, build on ideas
• Business Process Analysis– Focus on the process
characteristics, not the person
• Daily Stand-up– No problem solving
• Focus Groups– Define expectations for
confidentiality
General
• Active listening, ask clarifying questions, seek to understand
• Balanced participation
• Use parking lot and process checks
• Express views during the meeting
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Decision Making Models
Command– Single decision maker. Has the
information and experience to make the decision
Collaborative– Single decision maker. Gathers
input from others.1. Consult with others
independently2. Engage others as a group
Consensus– All agree.
Establish as BA Governance and context
for working sessions.
Agile is about having a flexible mindset, embodiedin a set of values and principles and exhibited by avariety of complementary practices. Agile initiativesinvolve constant change.
BABOK® Guide v3: The Essential Standard for Business Analysis. Page 368
The Agile Perspective
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Agile – Continuous interactions and cycle of (many) engagements!
April July OctoberS M T W T F S S M T W T F S S M T W T F S
1 2 3 4 5 1 2 3 4 1 2 35 6 7 8 9 10 11 5 6 7 8 9 10 11 12 4 5 6 7 8 9 10
12 13 14 15 16 17 18 6 12 13 14 15 16 17 18 11 12 13 14 15 16 17
19 20 21 22 23 24 25Job Rel 0.8 19 20 21 22 23 24 25 13 18 19 20 21 22 23 24
26 27 28 29 30 7 26 27 28 29 30 31 25 26 27 28 29 30 31
May August NovemberS M T W T F S S M T W T F S Srch Rel 1.5 S M T W T F S
1 2 1 14 1 2 3 4 5 6 71 3 4 5 6 7 8 9 2 3 4 5 6 7 8 8 9 10 11 12 13 14
10 11 12 13 14 15 16 8 9 10 11 12 13 14 15 15 16 17 18 19 20 212 17 18 19 20 21 22 23 16 17 18 19 20 21 22 22 23 24 25 26 27 28
24 25 26 27 28 29 30 9 23 24 25 26 27 28 29 29 3031 30 31
June September DecemberS M T W T F S S M T W T F S S M T W T F S
3 1 2 3 4 5 6 1 2 3 4 5 1 2 3 4 57 8 9 10 11 12 13 10 6 7 8 9 10 11 12 6 7 8 9 10 11 12
4 14 15 16 17 18 19 20Job Rel 1.0 13 14 15 16 17 18 19 13 14 15 16 17 18 19
21 22 23 24 25 26 27 11 20 21 22 23 24 25 26 20 21 22 23 24 25 2628 29 30 27 28 29 30 27 28 29 30 31
Leadership MeetingsProject Team meetings6 Product Backlog Review/Update Sessions14 Sprints
x Sprint Planning Sessionsx Sprint Review Sessionsx Sprint Retrospectives
x 3 Product Release EngagementsGeneral info sharing and demosUAT, Training, Deployment
Sprint and Release Calendar
Product Owner
Leadership Team
User Community(200)
User Community Representatives (12)
StakeholdersSponsor
Champion
An Agile glossary, ScrumAlliance.org ~1000 Moments of Truth
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Meeting management will be a lot of work early and should ease up with experience and
trust.
Engagement Management• List and outline engagement
event plans– Agenda (Topics, Timing)– Participants– Objectives, Design (Process)– Tools
Manage the experience• Be ready • Be set up• Be able to put attention on
audience
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Success Factors
Objectives: Define the tangible and intangible outcomes
Preparation: Design the before, during and after activities
Business Context: Align the team by confirming direction and boundaries
Meeting Context: Establish collaborative guidelines and decision making processes
Facilitation: Elicit dialogue and focus on the journey, check in and adjust agenda as needed
Build Momentum: Recognize accomplishments, Identify areas of focus for future interactions
Preparation
Context
Facilitation
Follow-up
BA as Facilitator for Stakeholder Collaboration01
Topics
BABOK v3 Knowledge Areas and Facilitation Design02Facilitation Skills and Techniques03
© EXPRESSWORKS
© EXPRESSWORKS
Facilitation Skills and Techniques
Workshop Planning ToolSkill Building OpportunitiesKey Facilitation Learning TopicsSummary
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Preparation: Design
• Work with the sponsor/team leader to develop the agenda, objectives, meeting design and determine roles and responsibilities
• Engage participants ahead of the session to better prepare them to make the most of the time together
• Not all can be accomplished in any one workshop, think through and gain agreement on what is done before, during and after
Event Title Services Group Planning SessionDate: AprilLocation Conference Facility
Start TimeTime
AllocatedTopic Topic Leader Expected Outcome / Deliverable Process / Content Preparation
8:00 AM10
Welcome, Introductions
Facilitator or Team Leader
> Learn expectations of each participant
8:10 AM
10
Sponsor Kick-off Team Leader > Understand context, vision, direction and any boundary conditions> Leader's expectation for the workshop and participation
> Review organizational objectives> Where we are in the planning process: Call to action - what is our role going forward> General approach to the session and next steps after the session
> Materials on organization objectives (mission, vision, goals, etc.)> Planning timeline
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Knowledge and Skill Builders
• Basic team leader and member skills classes• Basic communications skills classes• Train-the-Trainer certifications• Facilitation methods and skills• Consulting Skills classes
Skills Training
• BPM and Reengineering• SLC methodologies (Object Engineering, Agile, DSDM, etc.)• Organization design, self-directed teams design, design for
empowerment• Participatory strategic planning frameworks and methods• Project management• Customer focus theories and methods• Organization change management theory, processes and tools
Methodologies (Books and
training)
Observation of other instructors and workshop leaders
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Look for these learning topics
• Basic team leader and member skills
• Basic communications skills
• Presentation skills
• Train-the-Trainer certifications
• Facilitation methods and skills
• Consulting Skills
• Team and group dynamics– Charter, mission– Guidelines, values– Roles and responsibilities
• Basic communications skills classes– Communication styles– Active listening– Giving feedback
• Group processes – Problem Solving – Decision Making
• Presentation skills– Public speaking– Video feedback– Presentation aids: flip chart, overhead
• Collaborative processes
Courses Learning Topics
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Success Factors
Objectives: Define the tangible and intangible outcomes
Preparation: Design the before, during and after activities
Business Context: Align the team by confirming direction and boundaries
Meeting Context: Establish collaborative guidelines and decision making processes
Facilitation: Elicit dialogue and focus on the journey, check in and adjust agenda as needed
Build Momentum: Recognize accomplishments, Identify areas of focus for future interactions
Preparation
Context
Facilitation
Follow-up
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Insights, Questions . . .
••••
••••
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Reference
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Certification Options• International Association of Facilitators
IAF Certified™ Professional Facilitator
The IAF Certified™ Professional Facilitator (CPF) is the professional designation for IAF members who demonstrate having Core Facilitator Competencies. The Core Competencies represent a fundamental set of skills, knowledge, and behaviors that support effective facilitation in a wide variety of contexts.
• INIFAC - International Institute for FacilitationCertified Master Facilitator
The certification process assesses you against a rigorous set of competencies. These competencies were developed based on input from over 450 facilitators and clients. The result, a certification with the distinction of quality, integrity, talent and service, is one which facilitators can aspire to and on which clients can depend.
www.inifac.org
www.iaf-world.org
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We’re a consulting firm focused on leading companies through changes, however targeted or sweeping they may be. We enable our people, and in turn our clients, to be drivers of change –change that makes businesses more competitive and more profitable. Since 1984, we’ve worked with major companies around the globe to understand their unique challenges, remove complexity and deliver meaningful, measurable, sustainable change.
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