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IIBA Dallas Chapter - February 2009 meeting presentation.
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Facilitation Skills for BusinessFacilitation Skills for BusinessFacilitation Skills for Business Facilitation Skills for Business AnalysisAnalysisIIBA Dallas ChapterFebruary 19, 2009
Presented by: Rick WaltersOrganizational Development and Program Management Consultant
Rick Walters © 2009
1
Vision & Mission – IIBA International
IIBA Operational VisionIIBA Operational VisionppCreate and develop awarenessawareness and recognitionrecognition of the valuevalue and contribution of the role of the Business AnalystDefineDefine the Body of Knowledge
Provide a forum for knowledgeknowledge sharingsharing and contribution to the Body of KnowledgeIdentif the req iredreq ired skillsskills and competenciescompetencies of aIdentify the requiredrequired skillsskills and competenciescompetencies of a qualified Business Analyst
2Dallas
Chapter 5
IIBAIIBA Dallas Chapter 2009 Focus AreasDallas Chapter 2009 Focus AreasIIBA IIBA –– Dallas Chapter 2009 Focus AreasDallas Chapter 2009 Focus Areas
Competent
Building our BA C t dCatalyst
Helping others find their voices,
understand the our BA Community
Connected Catalyst understand the options, make
decisions.
Communicator
Rick Walters © 2009
3
F ili i f B i A l iFacilitation for Business Analysis
Facilitation is a key activity and skill area in business analysis
Facilitation is a key activity and skill area in business analysis
What is meantWhat are the
roles and What skill setsWhat is meant by facilitation, when is it used
roles and responsibilities
of the f
What skill sets are needed for the facilitator
facilitator
Rick Walters © 2009
4
Objective of Presentation Knowledge Levels
Mentor
Provide speaking Provide speaking knowledge level of knowledge level of
the range of the range of
Teach
L dfacilitation roles and facilitation roles and competencies for competencies for Business AnalysisBusiness Analysis
Lead
Doyy Do
Speak
Rick Walters © 2009
Speak
5
Business Engagement Planning
Business Business
Business Engagement Planning for Events through the Project Life-cycle
BusinessUsers
BusinessUser Involvement
Business RequirementsBusiness RequirementsProcess Definitionl
Application RequirementsApplication RequirementsEvaluation and Review Testing / Pilot Use
Meetings Workshops
DemosT i i
ProjectTeam
Application RequirementsApplication Requirements Evaluation and ReviewTraining
Analyze Design Build Test Deploy SupportTeam
Solution Development & Delivery Process
Analyze Design Build Test Deploy Support
Rick Walters © 2009
6
StagesOf
Adoption Contact Awareness Understanding Installation Adoption Institutionalization
Rick Walters © 2009
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Rick Walters © 2009
BABOK v1.68
BABOK 1 6 F ili i N dBABOK 1.6 – Facilitation Needs
Requirements Workshop
(pg 84)
Focus Group(pg 78)
Creative Thinking
(pg 28)
Risk Assessment
( 34)
Rick Walters © 2009
(pg 34)
9
F ilit t d S i E lFacilitated Sessions - ExamplesData Transformation and Mapping Planning Requirements Workshop
A crosscross--functionalfunctional effort facilitated by an analyst to gain agreementgain agreementbetween
The workshop is facilitated by a team member or ideally by anbetween
business process users, business process champions, data record business owners, data administrators,
team member or ideally, by an experienced, neutral facilitatorexperienced, neutral facilitator. A Scribe (also known as a Recorder) documents the business requirements elicited as well asdata administrators,
operations groups and the subject matter database experts
on the plan on the plan to accomplish the data i ti Th i t id tif
requirements elicited as well as any outstanding issues. A business analyst may be the Facilitator or the Scribe in these workshops. In situations where the businessmigration The purpose is to identify
data issues, business rules issues and a framework for moving data from a current system to the new business solution with minimal di ti t th ( 106)
situations where the business analyst is a subject matter expert on the topic, the business analyst may serve as participant in the workshop
Rick Walters © 2009
disruption to the users. (pg 106) workshop.
10BABOK v1.6
Well-run workshops are considered one of the most
effective ways to deliver high quality requirements
quickly. They promote trust, mutual understanding, q y y p , g,
and strong communications among the project
stakeholders and project team and producestakeholders and project team and produce
deliverables that structure and guide future
analysis.
Rick Walters © 2009
BABOK v1.6 pg 8411
Focus Question 1: What are some workshops Q por training sessions that you have led or attended that you remember well, you felt they went very well
What are the indicators of a
During or afterwardsindicators of a
highly successful facilitated
▫ What do people say
▫ How do they feel session
▫ What do they do
Rick Walters © 2009
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Roles and ResponsibilitiesRoles and ResponsibilitiesProcess / StructureGroup Dynamics
Cl if th t k h ld ’ d d th• Establish a professional and objective • Clarify the stakeholder’s needs, and the
purpose of the workshop
• Identify critical stakeholders who should participate in the workshop
p jtone for the meeting
• Enforce discipline, structure and ground rules for the meeting
• Introduce the goals and agenda for the• Define the workshop’s agenda
• Determine what means will be used to document the output of the workshop
S h d l th i ( )
Introduce the goals and agenda for the meeting
• Manage the meeting and keep the team on track
• Facilitate a process of decision making • Schedule the session(s)
• Arrange room logistics and equipment
• Send materials in advance to prepare the attendees and increase productivity at the
Facilitate a process of decision making and build consensus but avoid participating in the content of the discussion
• Ensure that all stakeholders participate attendees and increase productivity at the meeting
• Conduct pre-workshop interviews with attendees
Eli it l d d t
p pand have their input heard
• Ask the right questions, analyze the information being provided at the session by the stakeholders, and
Rick Walters © 2009
• Elicit, analyze and document requirements
yfollow-up with probing questions, if necessary
13BABOK v1.6
Di i f F ili i C l iDimensions of Facilitation ComplexityGroup
Dynamics
CultureLarge Group
Dynamics
CommunitySmall Group
Work Group
Organization
Work Group
Interview / M ti Training orProcess / Structure
One-on-One
Rick Walters © 2009
Interview /Focus Group Meeting Training or
Workshop
14Rick Walters © 2009
Rick Walters © 2009
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I i l d fi i i f ili iIn its loosest definition, a facilitator is:
Any person who jumps up during aAny person who jumps up during a meeting and starts writing key points on a chalkboard as they are being discussed.
Or someone whoOr someone who puts up a hand and suggests that the
Or even a participant who suggests that they find suggests that the
participants focus on a single problem.
out a little about each other, or agree on how they're going to make
Rick Walters © 2009
g p they re going to make decisions.
16Basic Facilitation Skills Primer, 2002http://www.iaf-world.org/i4a/pages/index.cfm?pageid=3387
Focus Question 2: IntrospectionFocus Question 2: IntrospectionFocus Question 2: IntrospectionFocus Question 2: Introspection• Where do you see meetings or work sessions
getting in to trouble?
• What are reoccurring struggles?• What are reoccurring struggles?
• What areas to you want to improve in?
Rick Walters © 2009
17
NNotes
Rick Walters © 2009
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Working definitionWorking definitionWorking definition . . .Working definition . . .
[Preparation and During]• A facilitator is someone who uses knowledge of
group processes to formulate and deliver the needed structure for meeting interactions to beneeded structure for meeting interactions to be effective.
[ ][During]• The facilitator focuses on effective processes
(meeting dynamics) allowing the participants to(meeting dynamics) allowing the participants to focus on the content or the substance of their work together.
Rick Walters © 2009
19Basic Facilitation Skills Primer, 2002http://www.iaf-world.org/i4a/pages/index.cfm?pageid=3387
Structured processes for group meetings.
BrainstormingBrainstorming BABOK P O tliBrainstormingBrainstorming
• Purpose
BABOK Process Outline
• Description
• Intended Audience
• Process• Process
• Usage
Considerations
Rick Walters © 2009
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4.3 Brainstorming - .4 Process4.3 Brainstorming .4 Process1 Prepare for Brainstorming
2 Conduct Brainstorming session
3 Wrap-up the brainstorming
•Develop a clear and concise definition of the area of interest
•Determine a time limit
•Share new ideas without any discussion, criticism or evaluation
•Visibly record all ideas
•Once the time limit is reached, using the pre-determined evaluation criteria, discuss and
for the group to generate ideas, the larger the group, the more time required
y•Encourage participants
to be creative, share exaggerated ideas, and build on the ideas of
evaluate the ideasCreate a condensed list of ideas, combine ideas where appropriate, and q
•Decide who will be included in the session and their role —participant or facilitator.
build on the ideas of others
•Don’t limit the number of ideas as the goal is to elicit as many ideas
pp p ,eliminate duplicates
•Rate the ideas. There are many techniques that can be used toparticipant or facilitator.
•Aim for participants (ideally 6 to 8) topic
•Establish criteria for l ti d ti
to elicit as many ideas as possible within the time period
that can be used to prioritize the ideas, e.g., multi-voting
•Distribute the final list of ideas to appropriate
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21
evaluating and rating the ideas
of ideas to appropriate parties
Rick Walters © 2009
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Certification ProgramsCertification ProgramsCertification ProgramsCertification Programs• Certified Professional Facilitator▫ IAF International Association of▫ IAF – International Association of
Facilitators▫ Example qualifications
7 sessions as lead facilitator over past 3 years6 competency categories, 18 sub-categoriesLive evaluated assessment session http://www.iaf-world.org
• Certified Master Facilitator▫ INIFAC - International Institute for
FacilitationE l lifi ti▫ Example qualifications
30 sessions (different organizations or departments) over past 3 years.5 Client recommendation lettersVid d i
Rick Walters © 2009
Video taped session6 competency categories, 30 sub-competencies
http://www.inifac.org/index.htm
23
Focus Questions & Event PlanFocus Questions & Event PlanFocus Questions & Event PlanFocus Questions & Event Plan• IAF A1. Develop consensus on tasks, deliverables,
roles & responsibilities
• B1 Facilitator asks the questions to assess a client• B1. Facilitator asks the questions to assess a client need and gains agreement with the client on the relevant scope and products.
• IAF A2. Create appropriate designs to achieve intended outcomesintended outcomes
• B2. Facilitator plans and prepares for the session ff i l d ll b i l
Rick Walters © 2009
effectively and collaboratively.24
Business Engagement PlanningBusiness Engagement Planning for Events through the Project Life-cycle
Business BusinessBusinessUsers
BusinessUser Involvement
Business RequirementsBusiness RequirementsProcess Definitionl
Application RequirementsApplication RequirementsEvaluation and Review Testing / Pilot Use
Meetings Workshops
DemosT i i
ProjectTeam
Application RequirementsApplication Requirements Evaluation and ReviewTraining
Analyze Design Build Test Deploy SupportTeam
Solution Development & Delivery Process
Analyze Design Build Test Deploy Support
Rick Walters © 2009
25
StagesOf
Adoption Contact Awareness Understanding Installation Adoption Institutionalization
Clarifying scope deliverables success factorsClarifying scope deliverables success factorsClarifying scope, deliverables, success factorsClarifying scope, deliverables, success factors
Rick Walters © 2009
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Priorities Planning ProcessPriorities Planning ProcessBefore“Gather Inputs & Summarize”
During“Review, dialogue, decide”
After“Align, refine, deploy”
• Meet with teams– Needs and must do’s for 2007
• 2007 Landscape–Stakeholder inputs & Trends
• Teams– Flesh out priorities, projects and
metrics at team level
• Meet with key stakeholders– 2007 outlook & needs (same,
adjust, new)– How can we help
• 2010 Vision – How do we help the company double revenue?
• Leadership Team– Add metrics– Review against company
– Doing well, do better
• 2010 Homework (worksheets)
• 2006 Progress and Learning
• 2007 Themes / Priorities
objectives. (Nov, Dec)– Finalize for January roll-out
• Initiative Leader Summaries– Key accomplishments– Institutionalized /
O ti li d?
–On-track, Adjust, New
• 2007 Organizational Initiatives
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Operationalized?– Continue 2007?
Span time 2 monthsSpan time 1 months 2 Day Offsite
Knowing multiple techniquesKnowing multiple techniquesKnowing multiple techniquesKnowing multiple techniques• Methodologies
▫ IAF E2. Understand a variety of group methods and techniquesand techniques
▫ F2. Facilitator knows and uses multiple techniques and tools for problem solving and decision-making.
Rick Walters © 2009
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Structured processes for group meetings.
BrainstormingBrainstorming BABOK Process Outline
• Purpose
• DescriptionDescription
• Intended Audience
• Process
• Usage
Considerations
11 Techniques in BABOK.
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24 tools in the Memory Jogger II
M J T l S l ChMemory Jogger – Tool Selector Charts
Rick Walters © 2009
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h llh llKnowing multiple Knowing multiple techniquestechniques
4.10.4.1.2 Ensure that all stakeholders participate and have their input heard
• Participatory Methods (Group Dynamics)
l f▫ IAF C1. Apply a variety of participatory processes
IAF C2 C li f▫ IAF C2. Create a climate of safety and trust
▫ D2. Facilitator creates and maintains a safe environment for people to speak openly without fear of retribution
Rick Walters © 2009
speak openly without fear of retribution.
31
Ways to enable participationWays to enable participationWays to enable participationWays to enable participation
• Write own thoughts down firstWrite own thoughts down first
• Small group discussion
R l f b i i• Rules of brainstorming
• Go around table on objective
questions
• Call on
• Cards / post-its
Rick Walters © 2009
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Carnac the MagnificentCarnac the MagnificentCarnac the MagnificentCarnac the Magnificent
• Pan Flutelu
• Flowers
• Swimmers
Rick Walters © 2009
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Behind the Cards and PostBehind the Cards and Post itsitsBehind the Cards and PostBehind the Cards and Post--itsits• Capture input from
everyone
• Level the playing field• Level the playing field
• Stimulate objective dialogue and understanding
• Make patterns visible
Rick Walters © 2009
• Provide flexibility34
Flower – Bringing focus to the root causeFlower Bringing focus to the root cause
Rick Walters © 2009
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IAF B2 Prepare time and space to supportIAF B2 Prepare time and space to supportIAF B2. Prepare time and space to support IAF B2. Prepare time and space to support group processgroup process
• Arrange physical space to support the purpose of the meetingof the meeting
• Plan effective use of time
• Provide effective atmosphere and dramaatmosphere and drama for sessions
Rick Walters © 2009
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IAF D1 Establish clear contextIAF D1 Establish clear contextIAF D1. Establish clear contextIAF D1. Establish clear context• Managing focus, time and energy - adapting▫ Agenda planning and timing
Sequence▫ Adjusting to emerging needs or tangentsAdjusting to emerging needs or tangents▫ Adjusting to content and time
• The right answer▫ Boundaries and context setting
Decision styles and processes: building consensusDecision styles and processes: building consensus Collaborative decision with single decider
▫ Trusting the process, honoring the group
Rick Walters © 2009
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Rick’s KeyRick’s Key LearningsLearningsRick s Key Rick s Key LearningsLearningsHow many people, how much time, what
settingsetting
Clarify the before, during and after activities
Understand the boundaries and decision processes
Identify the fundamental focus question(s)
Prepare the context
It i b t th di l t tti th h
Rick Walters © 2009
It is about the dialogue, not getting through the agenda
38
Rick Walters © 2009
39
Knowledge and Skill BuildersKnowledge and Skill Builders
•Basic team leader and member skills classes•Basic communications skills classes•Train-the-Trainer certifications•Facilitation methods and skills
l k ll l
Skills TrainingSkills Training
•Consulting Skills classes
•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
Methodologies (Books and
Methodologies (Books and
•Participatory strategic planning frameworks and methods•Project management•Customer focus theories and methods•Organization change management theory, processes and tools
training)training)
Rick Walters © 2009
40Observation of other instructors and workshop leaders
K l i i tKey learning points:Courses Key Learning Points
• Basic team leader and member skills
• Team and group dynamics▫ Charter, mission▫ Guidelines, values
• Basic communications skills
▫ Roles and responsibilities• Basic communications skills classes▫ Communication styles▫ Active listening
• Presentation skills• Train-the-Trainer
certifications
Active listening▫ Giving feedback
• Group processes ▫ Problem Solving
D i i M kicertifications• Facilitation
methods and skills
▫ Decision Making• Presentation skills▫ Public speaking▫ Video feedback
Rick Walters © 2009
skills• Consulting Skills
▫ Presentation aids: flip chart, overhead• Collaborative processes
41
Leadership StrategiesLeadership Strategies The Effective FacilitatorThe Effective FacilitatorLeadership Strategies Leadership Strategies –– The Effective FacilitatorThe Effective Facilitator
Rick Walters © 2009
42http://www.leadstrat.com/training-facil-effective-facilitator.html
The Consciously Competent FacilitatorThe Consciously Competent FacilitatorThe Consciously Competent FacilitatorThe Consciously Competent Facilitator
Rick Walters © 2009
43http://www.consciouslycompetent.com/
B kBooks• Work Teams That Work: Skills for
Managing Across the Organization• Business Process Improvement:
The Breakthrough Strategy forManaging Across the Organization - Anthony R. Montebello
• Winning Through Participation:
The Breakthrough Strategy for Total Quality, Productivity, and Competitiveness –H. James Harrington
Meeting the Challenge of Corporate Change With the Technology of Participation –Laura J. Spencer
• Developing Object-Oriented Software: An Experience-Based Approach – IBM
• Memory Joggers▫ The Memory Jogger II: A
Desktop Guide of Tools for
• Applied Strategic Planning: How to Develop a Plan That Really Works –Leonard Goodstein (Author), Timothy Desktop Guide of Tools for
Continuous Improvement and Effective Planning (Paperback)
▫ The Team Memory Jogger
Nolan (Author), J. William Pfeiffer
• Flawless Consulting: A Guide to Getting Your Expertise Used –
Rick Walters © 2009
g pPeter Block
44
Rick Walters © 2009
45Rick Walters, Dallas, TX (972) 416-6147 http://www.linkedin.com/in/rgwalters
Facilitation Skills for Business AnalysisP NP R E S E N T A T I O N N O T E S
Key points, tips, insights for effective facilitation
Rick Walters © 2009
46Rick Walters, Dallas, TX (972) 416-6147 http://www.linkedin.com/in/rgwalters
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