Business Analysis in the Enterprise: A view from “The Matrix”

THE MATRIX HAS YOU – NOW WHAT?

David MaynardCurtis Michelson March 17, 2015

AGENDA• Planning your escape

• What is a matrix organization?

• Define a few things

• Why Business Analysts thrive in complex systems

• Hierarchy, oversight, and multiple managers

• Role clarification and ground rules

• Know your consumers and understand quality

• Integration and professional growth

• Fight or flight response

• Wrap up conversation

PREPARE YOUR ESCAPE PLAN• Don’t delay, start now

• Get noticed – LinkedIn, Meet-ups, Industry Events

• Write your target resume

• Understand your value

• Ready your speaker BIO

• Share your dream job with everyone

• Make something (craft, invention, hobby)

• Join an IIBA chapter and Volunteer

• Track your project hours for your CBAP or CCBA

• Luck, Timing, Synergy, Effort

• Anyone work in a matrix today?

DEFINITIONS

Source: PMBOK® Guide – Fifth Edition

Functional

- Traditional- One manager- Departments- Operations

Projectized

- Dynamic- PM is Manager- Deadline driven- Temporary Work

Matrixed

Weak Balanced Strong

Matrix – an organizational structure in-between a Functional and Projectized structure

LOW

HIGH

Project Manager L

evel of Contro

l and Authority

DEFINITIONS

Sources: Wikipedia, Google, and PMI

Program Management - The act of overseeing multiple, related projects and their resources to achieve strategic business goals.

Program - A set of multiple, related projects, grouped together to achieve a benefit not otherwise available if run separately; shared resources, same product, same line of business, a sequence of projects building upon a similar framework, etc.

Project - A temporary group activity designed to produce a unique product, service or result. It has a defined beginning and end in time. It is unique in that it is not a routine operation.

Project Management - Project management is a methodical approach to planning and guiding project processes from start to finish. According to the PMI, the processes are guided through five stages: initiation, planning, executing, controlling, and closing.

Project AProject B

Program 1

Project CProject DProject E

Program 2

Project FProject GProject HProject IProject J

Program 3

PROGRAM VIEW

Grouped for various reasons:Same Resources

Same System Progressive WavesSame Goal - BHAG

DEFINITIONS

Sources: Wikipedia, Google, and PMI

Portfolio Management - is a set of business practices and a process that allows organizations to manage projects as a strategic portfolio, ensuring the alignment of programs and projects with organizational objectives.

Portfolio - A set of multiple, related projects, continually assessed and grouped together to align with a specific business strategy. While project and program management focus on “doing the work right,” the purpose of portfolio management is “doing the right work.”

Enterprise Project Management - is a way of thinking, communicating and working, supported by an information system, that organizes enterprise's resources in a direct relationship to the leadership's vision and the mission, strategy, goals and objectives that move the organization forward.

Portfolio 1

PORTFOLIO VIEW

Sorted, prioritized by a variety of criteria:

Strategic ImpactCross Project Dependency

Risk/BenefitLevel of EffortClient ImpactProject A

Project BProgram 1

Project FProject JProject HProject IProject G

Program 3

Project DProject CProject E

Program 2

DEFINITIONS

Sources: Wikipedia and Google

Risk Management - the forecasting and evaluation of financial risks together with the identification of procedures to avoid or minimize their impact.

Quality Management - The act of overseeing all activities and tasks needed to maintain a desired level of excellence. This includes creating and implementing quality planning and assurance, as well as quality control and quality improvement.

Change Management - The management of change and development within a business or similar organization. The controlled identification and implementation of required changes within a computer system.Note: all can be roles and/or offices: QMO, RMO, CMO, PMO, EPMO – Risk Manager, Program Manager, Quality Manager, etc.

Note: all of those roles and offices and can have varying degrees of control and authority over the project lifecycle. It varies by company.

DEFINITIONS• Anyone work in, or with a PMO?

Sources: Wikipedia and PMBOK® Guide – Fifth Edition

A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.

Supportive – consulting role, templates, training, best practice, repositoryControlling – enforce compliance, set rules and monitor activitiesDirective – directly manage projects, decide on which projects to work

May also – manage resources, provide coaching, set policies, provide communications, coordinate projects, or provide status reporting

COMPLEXITY OF THE ENTERPRISE“…blue pill - the story ends, you wake up in your bed and believe whatever you want to believe. You take the red pill - you stay in Wonderland and I show you how deep the rabbit-hole goes.” - MorpheusThree things you are likely to encounter once you realize you are part of the PMO, the

matrix or supporting an enterprise project:

The organizational chart is a mess of hierarchical lines, gray boxes and dotted lines and its difficult to answer the question “what do you do?” even among friends

There are a lot more people are looking at your work products and they have multiple two letter acronyms like QA, EA, DG

You now have two or more managers with competing requests - not sure which one you really work for and when you ask, they are sometimes not sure either

Anyone have an interesting acronym to share with the group?

THE PERIODIC TABLE OF PMO ELEMENTSBA PM

QA DB EA DA TL QC CV FT

PT FL PO SV GA VE XP MR

OR CQ TM OD EV OB DM LO LL UL CA DU AC PV WE DS DD RB

OT IP AE MA LS LF TF ES FF TS TF TC EV SF AF PS PF WB

SS EF * AS AK AZ CO CT HI ID IL IN IA KS KY LA ME MD

SF DE ** AD MI MN MS MO MT NE NV NH NJ NC ND OH OK OR

* AI PA RI SC SD TN UT VT VA WA WI WY GU PR UM

** VI TH IS JU ST MA DE UP FO RF UN LO LH AH A!

This is it. Memorize this table and everything will become clear.

Just kidding.

SO WHAT – IT IS COMPLEX – BIG DEAL• Why is a Business Analyst uniquely qualified to survive in complex environments?

Business Analysts scrutinize complex systems daily. They break down large problems into smaller ones for easy consumption. They make lists, categorize, classify and generally put chaos into order.

Business Analysts are curious about how things work. They are often lifelong learners capable of enormous personal and professional growth.

Business Analysts are natural mediators looking for the balance between opposing forces. They translate quickly between business and technical concepts. They are catalysts for change.

HIERARCHY“…fasten your seat belt Dorothy, 'cause Kansas is going bye-bye.” - Cypher

hi·er·ar·chy

/ hī( ) rärkē/ˈ ə ˌ

noun

a system or organization in which people or groups are ranked one above the other according to status or authority.

synonyms: pecking order, order, ranking, chain of command, grading, gradation, ladder, scale, range

The dotted lines, the solid lines, where the orders come from, dealing with the boss’s boss’s boss, who you report to, etc…..

PROJECT MANAGER

VP OF SALES

BUSINESS ANALYST

MANAGER

TIP #1 – SEEK ROLE CLARIFICATION• What does Role Clarification mean to you?

Sets the “R” in the RACI chart – Responsible, Accountable, Consulted, Informed

Reduces re-work – avoids missing work – increases collaboration

Establishes who to go to for answers to your important questions

Establishes who is doing what – what deliverables are being produced

Who is the PM, the sponsor, the client, technical lead, subject matter expert

Make sure there is a role clarification conversation – before the project kickoff

TIP #2 – UNDERSTAND GROUND RULES• Why are ground rules important?

What is a risk, how is it identified and mitigated and to whom

What is an issue, how is it identified and who owns the action plan to resolve

Who is the primary relationship owner with clients and sponsors

Understand project status – what is GREEN, what is YELLOW, what is RED

How does escalation work? – is it an open conversation or a VERY CLOSED one

Beyond the basics of meeting frequency, agenda flow, location, attendees:

TIP #2.1 – FOLLOW THE MONEY• Who approves the project budget in your company?

How is your time estimate ultimately rolled up into the project budget

Stage gate reviews within a governance structure with go / no-go decisions

Increase your involvement in order to increase your influence and enhance value

Prioritization models involving ROI, Value Preservation, Execution Capability

Annual funding pools with relationship managers gathering business opportunities

Understand the politics of how budgets are approved, apportioned, and controlled

OVERSIGHT“We survived by hiding from them, by running from them. But they are the gatekeepers.”

- Morpheus

o·ver·sight

/ ōv r sīt/ˈ ə ˌ

noun

noun: oversight; plural noun: oversites

1. an unintentional failure to notice or do something. "he said his failure to pay for the tickets was an oversight“

synonyms: mistake, error, omission, lapse, slip, blunder; More

2. the action of overseeing something.

"effective oversight of the financial reporting process"

oversights

TIP #3 – KNOW YOUR CONSUMERS• Why is it important to know who will see your work?

Ex. Enhanced credit card processes - adherence to payment card industry data security

Ex. Mortgage data governance from application to funds disbursement – no broken loans

CEOs and executive stakeholders taking an active interest in projects - SOX

Ex. Use cases directly translating to test cases in order to test for defects early

Increased focus often comes from a root issue and action plan – seek to understand

Understanding who is important – understanding why is critical

TIP #4 – FIND AND SHARE GREAT WORK• What are some examples of how great work products are shared?

Start or join a Center of Excellence or Center of Practice – share, share, share

Network with people in this room and not just one night a month – learn together

Learn the tools of your consumers – developers, architect, project managers

Share your greatest works with others – yes, that really cool spreadsheet formula!

Master your tools – know your work products – learn how to use software as an expert

PRIORITIZING MULTIPLE MANAGERS“The Matrix is everywhere. It is all around us. Even now, in this very room.” - Morpheus

pri·or·i·ty

/prī ôr dē/ˈ ə

noun

a thing that is regarded as more important than another.

the fact or condition of being regarded or treated as more important.

"the safety of the country takes priority over any other matter“

synonyms: prime concern, most important consideration, primary issue More

the right to take precedence or to proceed before others.

TIP #5 – MEDIATE, INTEGRATE, ENHANCE• How did you approach the first time you had two managers?

Understand and advertise your strengths and gaps with your teams – share strengths

Seek to learn how differences among teammates can build stronger teams

If there is a possible issue – address immediately not later

Ask each manager how they will measure your success – get 1on1 time regularly

Master your negotiation skills – integrate by understanding yourself and your managers

Use of self assessment tools – like DiSC and Strength Finders

TIP #5.1 – WHY DISC IS A FAVORITE• Show of hands how many have taken DISC?

DS – Careful and practical, may avoid change in favor of the safe path – be risk aware

DC – Formal and structured with emphasis on zero error rate – be accurate

DI – Assertive and influential, balances being respected with being liked – how you feel

D only – Autocratic leader, you may be just a tool to get something done – work hard

Four classifications and usually first 2 letters help define and interact with someone’s style:

D – Dominance I - Influence S - Steadiness C - Compliance

Your own classification will guide how you choose to engage with others effectively

TIP #6 – MULTIPLE PATHS IS A GOOD THING• What advantages might having two managers offer you?

More eyes to help you spot hidden political agendas and mine fields

More views to help you escalate an issue in the most tactful manner

Enhanced professional development – opportunities for growth and promotions

Gain access to new mentors for skills, training, and experiences

Getting access to two or more different observations is actually a positive

One of your managers might actually help you deal with the other one

TIP #101 – THINGS GO WRONG

Bad managers exist. ICE them fast. Ignore – because something doesn’t deserve a response. Confront – explain to them what they did wrong and how it should have been done. Escalate – go to their manager with your complaint. I encourage C.

Blamestorms rage on. Fingers are pointing everywhere. Remember your traceability matrix – nearly all of your work is recorded. Your work products are your evidence for nearly any problem.

Projects do fail. Failure is a temporary state. Accept that it is a learning experience. Create actions plans designed to avoid the same failures.

Change overload. Stop and analyze the set of multiple competing priorities. Consider alternative approaches or the impact of stopping work for a set of tasks. Share your thoughts with your managers.

Execute your escape plan. Sometimes problems can be so deeply rooted that the best plan of action is to seek another opportunity to showcase your value.

WRAP UP - IT IS COMPLEX – BIG DEAL

You break down large problems into smaller ones every day. You create order from chaos quickly – like seeing all the jumbled puzzle pieces start to form a picture.

You love to learn. You are curious about how things work and not afraid to ask too many questions. You learn and adapt quickly which leads to enormous personal growth.

You speak business and technology fluently. You mediate when two groups do not get along. You are always looking for the best way. You are the politician – making friends and influencing people.

“Do not try and bend the spoon. That’s impossible. Instead… only try to realize the truth. There is no spoon. Then you’ll see, that it is not the spoon that bends, it is only yourself.” - Spoon Boy

You succeed because you choose to believe – in yourself.

You thrive in these complex situations:

QUESTIONS OR COMMENTS• Any questions?

Movie quotes from the film “The Matrix” © 1999 – Warner Bros.