Business Analysts can be Difficult People

Copyright © 2010 Laura Brandenburg

Business Analysts can be

Difficult People

Denver IIBA, September 21, 2010


Learning Points Three things participants will take away from

this session:

Understand some common BA qualities that can make us “difficult”.

Appreciate why certain qualities or behaviors might create negative reactions from others.

Learn how to recognize difficult situations and explore some approaches to bring your best qualities forward.

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About me

www.bridging-the-gap.com

Independent BA Consultant, Former BA Manager

BA Career Mentor Host of Bridging the Gap and author of How to Start a BA Career The Promotable Business Analyst

IIBA Volunteer Career Center Product Manager Present monthly on “BA Career” Call-In

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Yes, we are good….

We help our organizations deliver

more successful projects.

We help people solve their problems.

We help people communicate who

might otherwise misunderstand each

other.



But….



Just for this discussion…


Try not to rest on “best practices” or other

absolutes.

No “I’d tell my boss and s/he’d fix it”.

And…we are not here to complain about

our stakeholders.


A word of caution / The fine print.


There will be situations when…

you cannot or should not address a difficult

situation.

the best thing to do is escalate to your

manager.

None of what follows is “management

advice”.

We are focusing on basic difficult

situations that happen because we are

human.


Good business analysts are…


Copyright © 2010 Laura Brandenburg http://www.bridging-the-gap.com


Informed (A.K.A. “Know it all”)


Problematic triggers We hear “I’m sure you know this…” or “I’d

tell you but…”

You are talking more than anyone.

Why this is a problem We make mistaken assumptions

We miss validation points and head down the wrong path


Informed – Solutions


Take a stance of curiosity.

Ask the question. Even if it hurts.

“Check your ego at the door.”

– Cecilie Hoffman

“Just one more question…”

-Columbo


Analytical


Problematic triggers

You have more questions?!?

Stuck in “analysis paralysis”.

Stakeholders don’t have the

answers.

Why this is a problem

Can stall forward progress.

Frustrated stakeholders.


Analytical – Solutions


Model your requirements in iterations.

Communicate about your plan.

Ask “what could we do to learn?”

When in doubt, take a step back and

redefine the problem.


Precise



We tend to correct others: we hear what’s

wrong instead of what’s right.


We can be perceived as overly critical.

Stakeholders can become defensive.


Precise – Solutions


Focus on what’s right, then where the

differences lie.

Use questions to redefine

understanding.

Paraphrase to show understanding or

disconnects.


Break Out! Practicing Precision


Clarify one these stakeholder statements using a yes-first approach:

The system will support about 20 users. (The requirement is exactly 15).

Today we’re having that requirements sign-off meeting, right? (It’s an elicitation meeting.)

Our search will look at all the keywords. (No common understanding of the term “keywords.”)


Detail-oriented


Eye’s glaze over

Frustration that we don’t get it

Boredom


We are not getting their best input!



Detailed Oriented - Solutions


Acknowledge the challenge.

Create context for the details to give

them meaning.

Experiment with different

communication styles

(pictures, models, text).

Give positive feedback.

Make time for fun or “mind breaks”


Perfectionism

Problematic triggers Conflict over scope.

Projects not released.

Team moves on without us.

Why this is a problem We become disenfranchised from the

implementation.

Real business needs may not be understood.



Perfectionism – Solutions


Assign business

value

Constraints & estimates

Prioritize early & often

Compromise


Process-oriented



You say “we just need to fill in this

section”

You do things because “that’s the

process”


Following a process does not guarantee

our best work.

Our stakeholders care about results, not

process.


Process-oriented – Solutions


Understand the WHY and the goal

behind every process.

Lead your teams toward a goal, not

through a process.

Understand how your deliverables will

be used.


Take a small step…


What attribute makes you difficult?

How is this impacting your work?

What small change can you make

tomorrow?


Resources

How to Win Friends and Influence

People,

Dale Carnegie

YES! Attitude

Jeffrey Gitomer

Requirements by Collaboration

Ellen Gottesdienerhttp://www.bridging-the-gap.com


Questions

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resources


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