Beautiful Definition

Transcription

1

2 Beautiful Definition The art of leading people through processes toward agreed-upon objectives in a manner that encourages participation, ownership, and productivity from all involved. From the book Requirements By Collaboration, By Ellen Gottesdiener

3 Multi-Disciplinary

4 Facilitation is a Megatrend In every field - Education, Nonprofits, Business Collaboration, Teams, Innovation, Social Dawning awareness that old forms don t fit Gen X, Gen Y, Millenials have different expectations

5 The BA Facilitator: Facilitating Processes and Behaviors for Eliciting Requirements Mark A. Monteleone, PMP, CBAP, CSM/CSPO Free copy of this presentation can be obtained via baquickref.com/services.html Monteleone Consulting, LLC 1

6 Author Biography Mark Monteleone is an independent consultant and author of The 20 Minute Business Analyst: a collection of short articles, humorous stories and quick reference cards for the busy analyst. He has also written several articles in ESI Horizons, BA Times, BA Connection, International Association of Facilitators (IAF) Global Flipchart and Modern Analyst. With more than 40 years of experience, he has conducted strategic enterprise analysis and consulted on business applications and project management in more than 35 countries. Mr. Monteleone holds a B.S. in physics and an M.S. in computing science from Texas A&M University. He is certified as a Project Management Professional (PMP ) by the Project Management Institute (PMI ), a Certified Business Analysis Professional (CBAP ) by the International Institute of Business Analysis (IIBA ) and a Certified ScrumMaster (CSM TM ) and Scrum Product Owner (CSPO TM ) by the Scrum Alliance. Monteleone Consulting, LLC 2

7 Level Set what to expect This is an intro workshop: truly mastering facilitation is a life-long practice Advance or deepen your current understanding Access some new resources Experience (hopefully) good facilitation in action Monteleone Consulting, LLC 3

8 Project Expectations As a project proceeds Risk decreases Change cost increases Project risk decreases due to the increasing knowledge of requirements Change cost increases due to having to rework accomplishments Monteleone Consulting, LLC 4

9 In Reality Project Expectations Are Not Met In many projects, risk remains high due to poorly stated requirements Much (over 60%) of the rework cost is due to poorly stated requirements during Requirements Elicitation 1 1 Chaos Report 2012 The Standish Group Monteleone Consulting, LLC 5

10 Requirements Elicitation Methods (Opportunity to Eliminate Much of the Rework) Document Analysis Interface Analysis Interview Observation Facilitate Groups Prototyping Survey/Questionnaire Reverse Engineering Monteleone Consulting, LLC 6

11 BABOK Knowledge Areas Enterprise Analysis Business Analysis Planning and Monitoring Elicitation Requirements Management and Communication Requirements Analysis Solution Assessment and Validation Underlying Competencies Facilitation mentioned over 70 times! Source: BABOK, Version 2.0 Monteleone Consulting, LLC 7

12 BA Facilitation Opportunities In Enterprise Analysis, Elicitation, and Requirements Analysis, the BA assists stakeholders to Identify process improvements via brainstorming Summarize their opinions via focus groups Elicit requirements via joint application design Determine action plans via gap analysis Improve usability via force-field analysis Monteleone Consulting, LLC 8

13 BA Facilitation Opportunities (cont d) In Requirements Management and Communications, the BA conducts Formal and informal presentations with stakeholders In Solution Assessment and Validation, the BA assists Technical teams to evaluate options and select vendor software Monteleone Consulting, LLC 9

14 Managing Risk with Colocated (F2F) Meetings Monteleone Consulting, LLC 12

15 Managing Risk with Virtual Meetings Monteleone Consulting, LLC 13

16 Facilitating Requirements is Iterative Deciding (Consensus/Compromise /Ranking) Eliciting (As-Is/To-Be) Decomposing (Analysis) Monteleone Consulting, LLC 14

17 BA Facilitation Processes Eliciting Brainstorming Crawford Slip Deciding Multi-voting Comparative Ranking Criteria-Based Grid Impact/Effort Grid Let s Make a Deal Analyzing Gap Analysis Root-Cause Analysis Force-Field Analysis Monteleone Consulting, LLC 15

18 BA Facilitation Behaviors Generating Participation Active Listening Neutrality Questioning Intervening Paraphrasing Using Visuals Maintaining Focus Getting Feedback Summarizing Synthesizing Monteleone Consulting, LLC 16

19 References for Further Insight Bens, Ingrid, M.ED, Facilitation at a Glance!, 2000 Jossey-Bass Inc. Bens, Ingrid, M.ED, Facilitating with Ease!, 2005 Jossey-Bass Inc. Brinkman, Dr. Rick and Dr. Rick Kirschner, Dealing with People You Can t Stand: How to Bring Out the Best in People at Their Worst, 2002, McGraw-Hill Eberle, Bob (2008), SCAMPER, Prufrock Press, Inc. Gottesdiener, Ellen. Requirements By Collaboration. Addison-Wesley, 2002 Heron, John, The Complete Facilitator's Handbook, Kogan Page, 1999 Monteleone, Mark A., Managing Risk when Facilitating Face-to-Face and Virtual Meetings. IAF Global Flipchart September 2012 Monteleone, Mark A., The Twelve Shades of the Business Analyst (BA) Facilitator, http// Tenner, Arthur R. and Irving J. Detoro, Process Redesign: The Implementation Guide for Managers, 2000, Prentice Hill International Association of Facilitators, International Customer Service Association, Monteleone Consulting, LLC 17

20 Designing Workshops (in 10 min.)

21 Elements WHO WHY WHAT WHERE HOW Participants customers, SMEs, outside experts, various stakeholders Facilitators Lead Co-Lead Scribe Observer

22 Elements WHO WHY WHAT WHERE HOW Purpose Statement Very important must be clear, concise, coherent, (written like a great requirement) Context is King History Environment Current Issues Politics Financials People

23 Elements WHO WHY WHAT WHERE HOW Deliverables Desired outcomes: might be; Use cases, Storyboards, Roadmaps, Vision Statements Activities The Magic or dark art of facilitation - choosing the right activities, levels of detail, etc.

24 Elements WHO WHY WHAT WHERE HOW Environment Room choice (physical, virtual*, mixed) Tables, Walls, Chairs Accommodating Visuals * Ambience

25 Elements WHO WHY WHAT WHERE HOW Managing Group Flow Behaviors are key monitoring the energy of the group Developing your plan Executing your plan

26 Oh, and YOU

27 Know Thyself D I S C (Dominance) (Influence) (Steadiness) (Conscien3ousness) Workshop Facilita3on Loves to lead workshops. It s her favorite BA ac3vity. Considered effec3ve at it, if some3mes a bit too take charge. Likes groups, but prefers face- to- face 3me more. Very sensi3ve to group dynamics, high emo3onal intelligence Might get nervous to lead a workshop, conflict averse by nature, but very reliable, very aluned to serving needs of others Plans for workshop weeks in advance, has detailed agenda, and is a super 3me keeper, but may not catch group dynamics, or miss the big idea

28 Know Thyself From the book, StrengthsFinder Leadership

29 Forming, Storming, Norming

30 FORMING: How Do We Begin? Kickoffs are King Intros and Ice Breakers Humor (but be careful) Articulate the Purpose Statement Elaborate ground rules

31 STORMING: What can possibly go wrong? Open disagreement or Hidden Agendas Cognitive Biases (over 50 documented) Doc List s facilitation anti-patterns Negator Gladiator Repetitor Chicken Little Etc.

32 NORMING: making group processes clear Establishing Parking Lot WarmUp Exercises Decide How To Decide (consensus, majority vote, )

33 PERFORMING: Generating Great Participation & Ownership Leverage Collaboration Patterns Expand Then Contract (Diverge then Converge) Middle Out, Top Down, Bottom Up The Sieve (quality criteria to filter ideas) SWOT matrices many others Mixing Activities, Flows, Generating closures

34 ADJOURNING: When are we done? Adjourning as a ritual re-visit parking lot Conduct Retrospective

35 Preparation Is KEY Industry benchmarks suggest 2:1, even 3:1 ratios Meaning; 1 hr. workshop = 2-3 hours prep time 1 day workshop = 2-3 days prep time (or more)

36 The art Is it okay to go off script? How much do you push and how much to pull? Are we neutral or objective? Is there a difference?

37 Resources To Leverage

38

39 Vision To-Be Brainstorming, Crawford Slip Brainstorming elicits oral ideas on a topic; Crawford Slip is a written alternative for introverted groups The facilitator establishes a session rule that ideas are not evaluated Afterwards, the ideas are consolidated, and ranked per a decision process Monteleone Consulting, LLC 39

40 Eliciting As-Is/To-Be Focus Group, Joint Application Design (JAD) A focus group elicits opinions and attitudes on a situation JAD or a requirement workshop is a series of interrelated sessions with stakeholders to rapidly elicit requirements by consensus / compromise or via a decision maker to ensure results Monteleone Consulting, LLC 40

41 Decomposing Analysis Gap Analysis, Root-Cause Analysis, Force-Field Analysis Gap Analysis determines how to transition from an as-is situation to a to-be vision Root-Cause analyzes a problem from several points of view to determine the real source(s) of the cause techniques are fishbone diagrams and the 5 whys Force-Field develops two lists items that inhibit and items that promote progress Models used in Analysis Data and behavior models business rules, class model, CRUD matrix, data dictionary, data transformation and mapping, entity-relationship diagrams Process flow models activity diagrams, dataflow diagrams, event identification, flowcharts, sequence diagrams, state diagrams, workflow models Usage Models prototyping, storyboards, use case Monteleone Consulting, LLC 41

42 Deciding Consensus/Compromise/Ranking Multi-voting, Comparative Ranking, Criteria- Based Grid, Impact/Effort Grid, and Let s Make a Deal Multi-voting is participants casting a set number of votes on alternatives Comparative Ranking is selecting the best choice given two alternatives at a time Monteleone Consulting, LLC 42

43 Deciding Continued Criteria-Based Grid is evaluating alternatives per a set of characteristics and choosing the best Monteleone Consulting, LLC 43

44 Deciding Continued Impact/Effort Grid is categorizing alternatives based on benefits and work effort Major Improvement Immediate Action Later Release Impact Minor Improvement Prioritize Discard Impact/Effort Grid Easy Difficult Effort Monteleone Consulting, LLC 44

45 Deciding Continued Let s Make a Deal - negotiating a compromise through needs and offers Monteleone Consulting, LLC 45

46 Generating Participation The atmosphere set by the facilitator affects the participation Facilitator interpersonal skills are reflected by the group Room arrangement promote conversations with small tables and facing chairs Open with short exercise to energize group Monteleone Consulting, LLC 46

47 Active Listening Show full attention with the intent to understand more than judge Show attentive body language; look participants in the eye while they re speaking; eye contact encourages quiet participants Stack questions as they are received to show respect Monteleone Consulting, LLC 47

48 Neutrality Stay neutral on content, remember as a facilitator, you provide only process Understand what you give up as a facilitator; if you wish to participate in content, ask someone else to facilitate the session Pose open-ended questions or make suggestions to help the group interact, but never impose your opinion or take over decision making power Monteleone Consulting, LLC 48

49 Questioning 1 Asking questions, particularly open questions, may be the most important facilitator practice Questions invite participation and provide: Facts Opinions Elaborations Evaluations Visions 1 Eberle, Bob (2008), SCAMPER, Prufrock Press, Inc. Monteleone Consulting, LLC 49

50 Intervention A pause in the session to improve the function of the group To intervene is a facilitator judgment call based on the - Seriousness of the issue to the session Capacity in solving the issue on their own Impact to the atmosphere of the session Monteleone Consulting, LLC 50

51 Paraphrasing Involves repeating what people say To make sure participants know they re being heard Mirroring or echoing gives participants a second time to hear and clarify their ideas Can be effective in conflict management. Monteleone Consulting, LLC 51

52 Using Visuals Confirms that participants have been heard Must use participant s words Reflect what the participants said, rather than an interpretation Use constantly to record emerging ideas as well as final decisions Monteleone Consulting, LLC 52

53 Maintaining Focus Staying on the agenda topics and timeframe Ask a participant to track time Point out digressions from the agenda topics Note all on-topic issues on an Issue Log Note all off-topic items on a Parking Lot to be dealt with later Controlling the environment - eliminate side bar conversations Monteleone Consulting, LLC 53

54 Feedback Requested by facilitators from participants periodically to help the group assess problems with the proceedings and make corrections. Areas include Pace Process Content Time Focus Monteleone Consulting, LLC 54

55 Summarizing Offering a concise and accurate synopsis of discussions Can be used to revive or end a discussion Method to arrive at a consensus Monteleone Consulting, LLC 55

56 Synthesizing Ideas Involves collecting, combining, and building on the opinions of participants Key to building participant consensus Use in combination with paraphrasing Must validate any new ideas Monteleone Consulting, LLC 56