Untitled - Building Business Capability

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• St. Jude Children’s Research Hospital is leading the way the world understands, treats and defeats childhood cancer and other life‐threatening diseases.
• St. Jude is where doctors often send their toughest cases, because St. Jude has the world’s best survival rates for some of the most aggressive forms of childhood cancer.
• St. Jude creates more clinical trials for cancer than any other children’s hospital and turns laboratory discoveries into lifesaving treatments that benefit patients –
every day.
• Families never receive a bill from St. Jude for treatment, travel, housing or food –
because all a family should worry about is helping their child live.
• Treatments invented at St. Jude have helped increase the overall childhood cancer survival rate from 20% when St. Jude opened in 1962 to more than 80% today. St. Jude is working to improve the overall survival rate for childhood cancer to 90% in the next decade. St. Jude won’t stop until no child dies from cancer.
• St. Jude freely shares its groundbreaking discoveries, and every child saved at St. Jude means doctors and scientists worldwide can use that knowledge to save thousands more children.
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Joy Toney is a lead analyst–total quality management & change enablement, for Information Technology Services at ALSAC/St. Jude Children’s Research Hospital where she focuses on best practices, standards, and continuous improvement. Previously, Joy was a business analysis manager for a team of IT analysts. She has more than twelve years of experience in resource management, project management, requirements elicitation and documentation, systems design and testing, functional design/planning, process improvement, and performance analysis and reporting. Joy is founder and past president of the Greater Memphis IIBA Chapter as well as a member of the Greater Memphis PMI Chapter. Joy is actively pursuing PMP, Scrum, and ISTQB certifications, part of the quest to be a SDLC Jedi.
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The definition of a stakeholder is listed above.
Stakeholders are valuable. They are required to get things done, fund projects, achieve business objectives and much more… Project Managers, Business Analysts, and Managers need to appreciate their stakeholders not only for the value they bring to the organization but also the value they bring to the relationship as people. Whatever your role, you are a person first, a unique individual that has likes and dislikes, good days and bad days, pressures and responsibilities, etc. “People don't care how much you know un l they know how much you care” ― Theodore Roosevelt. This is a statement very applicable to project execution.
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So are all stakeholders on your project the same? Should you treat them all the same? No.
In most cases, one size does not fit all.
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Examples of various types of stakeholders are listed here.
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According to the Business Analysis Body of Knowledge Guide version 3, visually outlines the Stakeholder processes above.
Stakeholder Engagement Input/Output Diagram
Manage Stakeholder Collaboration Input/Output Diagram
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According to the Business Analysis Body of Knowledge Guide version 3, “Plan Stakeholder Engagement involves conducting a thorough stakeholder analysis to identify all of the involved stakeholders and analyze their characteristics. The results of the analysis are then utilized to define the best collaboration and communication approaches for the initiative and to appropriately plan for stakeholder risks”.
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Examples of various types of stakeholder identification techniques are listed here.
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Brainstorming: used to produce the stakeholder list and identify stakeholder roles and responsibilities.
Business Rules Analysis: used to identify stakeholders who were the source of the business rules.
Document Analysis: used to review existing organizational assets that might assist in planning stakeholder engagement.
Interviews: used to interact with specific stakeholders to gain more information or knowledge about stakeholder groups.
Lessons Learned: used to identify an enterprise’s previous experience (both successes and challenges) with planning stakeholder engagement.
Mind Mapping: used to identify potential stakeholders and help understand the relationships between them.
Organizational Modelling: used to determine if the organizational units or people listed have any unique needs and interests that should be considered. Organizational models describe the roles and functions in the organization and the ways in which stakeholders interact which can help to identify stakeholders who will be affected by a change.
Process Modelling: used to categorize stakeholders by the systems that support their business processes.
Risk Analysis and Management: used to identify risks to the initiative resulting from stakeholder attitudes
Scope Modelling: used to develop scope models to show stakeholders that fall outside the scope of the solution but still interact with it in some way.
Stakeholder List, Map, or Personas: used to depict the relationship of stakeholders to the solution and to one another.
Survey or Questionnaire: used to identify shared characteristics of a stakeholder group.
Workshops: used to interact with groups of stakeholders to gain more information about stakeholder 10
groups.
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According to the Business Analysis Body of Knowledge Guide version 3,: “
• Business analysts identify stakeholder roles in order to understand where and how the stakeholders will contribute to the initiative. It is important that the business analyst is aware of the various roles a stakeholder is responsible for within the organization.
• Stakeholder attitudes can positively or negatively impact a change. Business analysts identify stakeholder attitudes in order to fully understand what may impact a stakeholder’s actions and behaviours. Knowing how a stakeholder perceives the initiative allows an opportunity for the business analyst to specifically plan their collaboration and engagement with that stakeholder…Stakeholders with positive attitudes may be strong champions and great contributors. Other stakeholders may not see value in the work, may misunderstand the value being provided, or may be concerned about the effect the change will have on them. Stakeholders who are expected to serve in key roles and participate heavily in business analysis activities, but who view a change negatively, may require collaboration approaches that increase their cooperation.
• Business analysts identify the authority level a stakeholder possesses over business analysis activities, deliverables, and changes to business analysis work. Understanding authority levels upfront eliminates confusion during the business analysis effort and ensures the business analyst collaborates with the proper stakeholders when looking for a decision to be made or seeking approvals.
• Understanding the nature of influence and the influence structures and channels within an organization can prove invaluable when seeking to build relationships and trust. Understanding the influence and attitude each stakeholder may have can help develop strategies for obtaining buy‐in and collaboration. Business analysts evaluate how much influence is needed to implement a change compared to the amount of influence the key stakeholders can bring.”
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According to the Business Analysis Body of Knowledge Guide version 3,: “
• Business analysis work lends itself to many collaboration opportunities between groups of stakeholders on the business analysis work products. Stakeholders hold various degrees of influence and authority over the approval of work products, and are also an important source of needs, constraints, and assumptions. As the business analysis work progresses, the business analyst identifies stakeholders, confirms their roles, and communicates with them to ensure that the right stakeholders participate at the right times and in the appropriate roles.
• Managing stakeholder collaboration is an ongoing activity… Each stakeholder's role, responsibility, influence, attitude, and authority may change over time.
• Business analysts manage stakeholder collaboration to capitalize on positive reactions, and mitigate or avoid negative reactions. The business analyst should constantly monitor and assess each stakeholder’s attitude to determine if it might affect their involvement in the business analysis activities.
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According to the Business Analysis Body of Knowledge Guide version 3, the impacts of poor relationships with stakeholders are listed above. Also, “These effects can be modified in part through strong, positive, and trust‐based relationships with stakeholders. Business analysts actively manage relationships with stakeholders who:
• provide services to the business analyst, including inputs to business analysis tasks and other support activities,
• depend on services provided by the business analyst, including outputs of business analysis tasks, and
• participate in the execution of business analysis tasks.”
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According to the Business Analysis Body of Knowledge Guide version 3, the impacts of strong relationships with stakeholders are listed above. 14
According to the Project Sponsorship: Achieving Management Commitment for Project Success,: “
• Project success is all about people working together. Strong relationships are as important as tasks and often more so.”
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According to the Business Analysis Body of Knowledge Guide version 3,: “
• Stakeholders are more likely to support change if business analysts collaborate with them and encourage the free flow of information, ideas, and innovations.
• Genuine stakeholder engagement requires that all stakeholders involved feel that they are heard, their opinions matter, and their contributions are recognized. • Collaborative relationships help maintain the free flow of information when obstacles and setbacks occur, and promote a shared effort to resolve problems and achieve desired outcomes.
• Stakeholder Engagement: willingness from stakeholders to engage in business analysis activities and interact with the business analyst when necessary.
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Again, we revisit this concept. Given the concepts of genuine stakeholder engagement, should you treat all stakeholders the same? No.
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Look for the warning signs listed here to determine if someone needs appreciation to feel more engaged.
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Appreciation is a more basic need that needs to be fulfilled prior to Recognition.
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Recognition primarily focuses on performance or the achievement of certain goals (which is more narrow‐minded), while appreciation focuses on the value of the individual employee.
Limitations of Recognition:
1. Not everyone on the team will be high achievers or solid contributors.
2. Only speaks to the 40‐50% of the team that prefers Quality Time or Tangible Gifts.
3. Often presented with an impersonal Top Down approach.
4. Often incurs a significant financial cost.
Appreciation is :
1. More personal, more genuine, tailored to the individual.
2. Takes into consideration all appreciation preferences.
3. Focuses on who that person is not what they do.
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The 5 Languages of Appreciation in the Workplace are listed above.
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Words of Affirmation
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Quality Time
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Acts of Service
“Helping one’s team members – leads to more successful organizations.” – p 78
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Tangible Gifts
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Appropriate Physical Touch
With regards to effective communication, • 7% is Verbal
• 38% is Tone of Voice
• 55% is Non‐verbal Cues
http://www.virtualspeechcoach.com/tag/effective‐communication‐statistics/
Good examples are: hand shake, high five, fist bump, light pat on the back, etc. p 110.
To avoid making others uncomfortable, ask for permission. You don’t want things to get awkward.
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By doing this exercise, all things being equal, only about 20% of the audience members should only share the same appreciation language. It may be more if people are bi‐ or tri‐
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Typical mistakes when it comes to appreciation are listed here.
1. Being Insincere – “Your tone of voice can communicate “ I’m saying these words but I don’t really mean it”.” p 57
2. Falling into the law of attraction trap – you assume that others share your same language preference and you act accordingly, each time, all of the time. Therefore, you only use one language.
3. Using the Wrong Language – a variation on the above. You don’t bother to learn the language preference and guess at which is appropriate instead of using the appropriate one. For example, you assume that your project sponsor prefers to be appreciated with gifts when in reality they prefer quality time.
4. Using the Wrong Dialect – you correctly establish the others language preference, but express it using the wrong method. For example, your project Business SME does enjoy words of affirmation but instead of making it personal and private, you make it public in front of others.
Combining any of this mistakes can magnify negative impact and undesirable results.
Read “Why Your Least Valued Appreciation Language Can Affect Your Career the Most” p 254 – 255.
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And example of appreciation tactics used for volunteers at a Professional Development Day event.
All volunteers welcomed the opportunity to assist again in the future. Only 2 volunteers have been re‐engaged so far.
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Almost 70% of people in the US say they receive no praise or recognition in the workplace.
‐ Gallup What can you do to reduce the 70%? Can you start right away? How do you start?
1. Learn about yourself. What is your preferred language? What is your dialect?
2. Learn about your stakeholders on your project. Use a RACI and/or Stakeholder Influence Matrix to prioritize the order of learning. Use a questionnaire or interview. Before using this at work, use it with family or friends to get practice. Loved ones tend to be more forgiving if you make mistakes.
3. Figure out the difference between your language and each stakeholder. Some may be like you and easier to show appreciation toward. Others may be your opposite and have a very different appreciation language. 4. Take ownership for the relationship. Make the leap to meet them where they are. It may be tough and unnatural at first, but you will reap the rewards.
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According to the Business Analysis Body of Knowledge Guide version 3, the impacts of strong relationships with stakeholders are listed above. 32
When people, especially managers, consistently show appreciation, good things happen. Stakeholders are dynamic and influence each other. Engagement goes up. Motivation goes up. People are move likely to stay and produce better work.
Employees who report feeling valued by their employer are 60% more likely to report they are motivated to do their very best for their employer via Psychologically Healthy Workplace Program, “American Psychology Association Harrison Interactive,” Workplace Survey ‐
https://www.apaexcellence.org/resources/creatingahealthyworkplace/employeeinv
olvement/
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An example matrix is shown above, but a blank template is included with the download materials. According to the Business Analysis Body of Knowledge Guide version 3,: Stakeholder Matrix: maps the level of stakeholder influence against the level of stakeholder interest.
• High Influence/High Impact: the stakeholders are key players in the change effort. The business analyst should focus their efforts and engage this group regularly.
• High Influence/Low Impact: the stakeholders have needs that should be met. The business analyst should engage and consult with them, while also attempting to engage them and increase their level of interest with the change activity.
• Low Influence/High Impact: the stakeholders are supporters of and potential goodwill ambassadors for the change effort. The business analyst should engage this group for their input and show interest in their needs.
• Low Influence/Low Impact: the stakeholders can be kept informed using general communications. Additional engagement may move them into the goodwill ambassador quadrant, which can help the effort gain additional support.
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An example onion is shown above, but a blank template is included with the download materials. According to the Business Analysis Body of Knowledge Guide version 3,: 39
An example RACI is shown above, but a blank template is included with the download materials. According to the Business Analysis Body of Knowledge Guide version 3,: RACI stands for the four types of responsibility that a stakeholder may hold on the initiative: Responsible, Accountable, Consulted, and Informed. When completing a RACI matrix, it is important to ensure that all stakeholders or stakeholder groups have been identified.
• Responsible (R): the persons who will be performing the work on the task.
• Accountable (A): the person who is ultimately held accountable for successful completion of the task and is the decision maker. Only one
stakeholder receives this assignment.
• Consulted (C): the stakeholder or stakeholder group who will be asked to provide an opinion or information about the task. This assignment is often provided to the subject matter experts (SMEs).
• Informed (I): a stakeholder or stakeholder group that is kept up to date on the task and notified of its outcome. Informed is different from Consulted as with Informed the communication is one‐direction (business analyst to stakeholder) and with Consulted the communication is two‐way.
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