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presentation to australian computer society regarding use of communication skills in IT
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Maria Horrigan Murphy
Regional Lead Business Analysis
SMS Consulting Group
ACS Pre Conference 18 Mar 2009
Communication and Connectedness in Business Analysis
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Slideshare and blogs
www.barocks.comwww.slideshare.com/murph
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“We’re living in a networked world”
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Modern IT projects
People demand to be heard People expect to be involved People’s expectations of how good systems are is
based on their experience of modern internet applications of the Google World - Gmail, Google Search, Facebook, Flickr, YouTube,
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What does their expectation mean?
Project success hinges on communicating with people:
To understand what they want To set expectations about what the project will
actually deliver (and what it won’t) To show them how the project will help them in
their work To uncover what they need . . .
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Because sometimes they don’t know what they need
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What’s their requirement of you?
Not being like the BA in the Dilbert cartoon Knowing how to talk to people and get the
information you need to write the requirements Effectively negotiating with important stakeholders Getting the right messages to the right people at
the right time An understanding of both the ‘big picture’ and the
detail Understand the context and the situation
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Understanding the business is good communication
IT is now part of the businessEvery program, every initiative to be
implemented, will have some touch point with technology
Success depends on anticipation of future trendsAbility to sense upcoming developments and to
design appropriate systems, and processes Resolving misunderstandings about requirements Uncovering needs vs wants
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Role of Business Analyst is the key!
The Communicator The TranslatorThe Juggler of technology and people’s
needsThe one between the rock and a hard placeThe Connector (bridge)
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How do we do all this communications stuff effectively?
Analyse the stakeholders needs and wantsUnderstand how they communicate, how
they are connected and whyLearn the project in the context of people’s
work and how this fits into the wider organisational context
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“It’s not what you know; it’s who you know”
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Analysing “who is who in the zoo”
Who to talk toWho has influenceWho knows what the business needs areWhat drives and motivates people’s work
behaviour How to talk to them given this (above)
context How to tailor the communications channels
to elicit information from different people
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Social Networking Analysis
Mathematical, graphical, theoretical understanding of the social world
Networks and their structures Map and measure relationships between
people, groups, organisations, computers, and websites
Flows of information and knowledge (focus on people not systems)
Know what the relationships are to better communicate, elicit requirements
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Understanding Social Networks
the location of actors in the network the various roles and groupings in a network Gives insight into:who are the connectors, experts, leaders,
bridges, isolates?where are the clusters and who is in them?who is in the core or hub?who is on the periphery?
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Centrality - revealing the structure in the network Very centralized network dominated by one or a
few very central nodes. If removed , the network quickly fragments single point of failure
Less centralized network is resilient in the face of attacks. Many nodes or links can fail while allowing remaining nodes to still reach each other.
Boundary Spanners connect their group to others. Well positioned to be innovators and have access to ideas and information flowing in other clusters.
Periphery of a network may connect to networks that are not currently mapped. Important resources for fresh information not otherwise available
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Degree of Centrality in the Network
High Degree Centrality
Moderate Degree Centrality
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Centrality and Betweenness
High Betweenness Centrality
Moderate Betweeness Centrality
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Centrality and Closeness
High Closeness Centrality
Moderate Closeness Centrality
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Leveraging Centrality
Leverage champions Understand who might be “blockers” or “gatekeepers”
(tertiary segmentation) Find people to go to in order to elicit information – more
efficient requirements gathering Don’t reinvent the wheel Quickly identify who might know the answer,
communicate with them, understand their lessons learned, improve likely success of the project
Know who to communicate key messages to in order for them to disseminate throughout the network
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Putting Actors into Governance
The right people making decisions – risk, financial impacts of scope change
The right people influencing The right people contributing to requirements
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Understanding ‘how’ to Communicate
Communication preferences:Style
Person’s orientation towards process vs results
Need for recognition vs need for securityChannel
Visual, Auditory, Kinaesthetic What type of medium for the message
(eg traditional media v. social media)
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DDrivers
SSupporters
TTalkers
CControllers
task
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Drivers
• Do it now, can do attitude• Goal oriented & a self starter• Assertive & Competitive• Results oriented• Task & information focused• Decisive & want control• Fast paced often impatient• Prepared to take risks• Problem solvers
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Talkers
• Want to be noticed• People oriented• Direct & open• Animated & emotional• Creative, enthusiastic leaders• Lots of ideas, bubbly, outgoing• Fast paced & spontaneous• Prefer working with others• Excellent persuasive skills
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Supporters
• Want to get along• People oriented team players• Help others & solve conflicts• Relaxed & friendly• Slower paced• Cautious, risk averse• Enjoy harmony & trust• Patient & cooperative• Dependable & predictable• Avoid conflict & good listeners
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Controllers
• Want to get it right• Accurate & meticulous• Logical task & information focused• Detail oriented & precise• Slower paced, quality not quantity• Cautious & risk averse• Problem solvers• Structured and orderly• Dependable & predictable• Set high standards
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Know your own style and preference
Stakeholders have a very different style to me “Doer” and a “Controller” - analytical and results
focused so need to be mindful to bring people along rather than trying to push too hard. (esp with largely “Supporter” risk adverse audience)
Use the strengths of your style and adapt your style to the different stakeholders on a project
No particular style that is better than the other Style to adopt will be contextual and situational so
be flexible and think about your audience
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People learn different ways V= Visual (Something ‘seen’ or had visual stimulation)
Need a graphic representation of the material A= Auditory (A ‘sound’ memory or related to a sound
Need to hear the explanation of how things work K= Kinaesthetic (Has a ‘doing’ memory & you thought
of yourself feeling the emotion or activity of the memory Need to use the system to understand
We use all of our senses; we simply have a preference for one or more
Communication Channels
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V, A or K – Context Diagram
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V, A or K - Use Cases
UC01 Register Pharmacy
Description Users are able to register a pharmacy for the program.
Volume/Timing/Frequency Up to 5000 Pharmacies
Preconditions User has accessed website
Postconditions Community Pharmacy has been registered for the program
Trigger Community Pharmacy selects to register for program
Basic Flow1. Community Pharmacy selects to register2. System displays blank Pharmacy Registration screen (see Appendix A)3. Community Pharmacy enters “Pharmacy.Section90”4. System validates “Pharmacy.Section90”5. Community Pharmacy enters “Pharmacy.ABN”6. System validates ABN against Australian Business Register (ABR)7. System populates “Pharmacy.Pharmacy Trading Name”, “Pharmacy.Postcode”, “Pharmacy.State” and
“Pharmacy.GST Registered”8. Community Pharmacy enters:“Pharmacy.Pharmacy Address”, “Pharmacy.Pharmacy Suburb”, “Pharmacy.Mailing Address”, “Pharmacy.Mailling
Suburb”, “Pharmacy.Mailing State”, “Pharmacy.Mailing Postcode”, “Pharmacy.Phone”, “Pharmacy.Email”, “Pharmacy.Fax”, “Pharmacy.Contact Name”
1. Community Pharmacy enters “Pharmacy.BSB”2. System validates “Pharmacy.BSB”3. Community Pharmacy enters:“Pharmacy.Account Number”, “Pharmacy.Bank”, “Pharmacy.Account Name”1. System displays a link to Vendor details “Confirmation Voucher” and prompts Community Pharmacy to
print the document. 2. Community Pharmacy manually completes the “Confirmation Voucher” form and sends it to the Department
offline.3. Community Pharmacy submits Pharmacy Registration screen4. System generates an email to Community Pharmacy to confirm email details5. Community Pharmacy follows the link6. System successfully registers Pharmacy and emails username and password to the “Pharmacy.Email”
address.7. System generates SAP Vendor record <extend UC02 – Create SAP Vendor>8. System requests Community Pharmacy logs into the system using the recently emailed credentials9. Community Pharmacy enters username and password10. System displays Pharmacy Registration screen11. Community Pharmacy selects to participate in the PMP Program <A1>12. System displays PMP Eligibility screen <include UC21 – Enter PMP Eligibility>13. System displays PMP Program screen <include UC05 – Enter PMP Program Information>14. System displays PMP Baseline screen <include UC08 – Enter Baseline Information>15. System displays Pharmacy Registration screen with a PMP Eligibility indicator16. System triggers PMP Registration payment <extend UC12 – Approved SAP Payment>Alternate Flow <A1>1. Community Pharmacy selects to participate in the DAA Program2. System displays DAA Eligibility screen (See Appendix A)3. Community Pharmacy enters:“DAA Eligibility.Approved Section90”, “DAA Eligibility.Support DAA Provision”, “DAA Eligibility.Self-audit”,
“DAA Eligibility.Private Patient Interview”, “DAA Eligibility.Professional Standards”, “DAA Eligibility.Provide Evaluation Data”, “DAA Eligibility.Release Pharmacy Details”, “DAA Eligibility.Staff Informed and Aware”, “DAA Eligibility.Consent from Eligible Patients”, “DAA Eligibility.Provide Information”, “DAA Eligibility.RCTI”
1. Community Pharmacy submits responses2. System displays DAA Program screen <include UC04 – Enter DAA Program Information>3. System displays Pharmacy Registration screen with a DAA Eligibility indicator4. System triggers DAA Registration payment <extend UC12 – Approved SAP Payment>Alternate Flow <A2>1. Community Pharmacy is not currently eligible for DAA and/or PMP2. Community Pharmacy enters username and password3. System displays Pharmacy Registration screen4. Community Pharmacy selects to register in DAA Program <A1>5. Community Pharmacy selects to register in PMP Program resume basic flow at step 18
Error Messages generated from this Use Case
All Error Messages (for all Use Cases) will have options to ‘OK’ (Close error dialogue) or ‘Help’ (display the online help for the current screen)
Basic Flow Step 4 – “Section 90 number is not an Approved Section 90 number. A valid Approved Section 90 number is required to register for the DAA and PMP Programs. Please ensure you have entered it correctly.”
Basic Flow Step 4 – “The Section 90 Number has already been registered for the DAA and PMP Programs. Pharmacies may only register once.”
Basic Flow Step 6 – “ABN not found on Australian Business Register. A valid ABN is required to register for the DAA and PMP Programs. Please ensure you have entered it correctly.”
Basic Flow Step 10 – “BSB not found. To ensure payments are received, a valid BSB number is required to register for the DAA and PMP Programs. Please ensure you have entered it correctly.”
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Australian Government brandingSite identification
Site tagline
Photographs
Popular topics Search Go
More search options
Need to know where to start? Need help staying at home? Need an aged care home? Need support for carers? Need help with dementia?
Copyright © Commonwealth of AustraliaABN XX YYY ZZZ BBB
Other languages | Accessibility | About this site | Disclaimer | Copyright | Privacy | Contact us
Go
V, A or K - Prototypes
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V, A or K – Business Process Map
Program Contractual Agreements
4CP
A IT
Sys
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4CP
A IT
Sys
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Kn
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Pro
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User-type Pharmacy?
User-type ACCHS?
NO
Program Participation Agreement
Read Participation Agreement
YES
Read Contract
YES
Program Contract
Agree to conditions
Store contractual agreement
data
EndUser-type Patient?
NO
Read consent form
Consent form
YES
Version: v1.0.0
4CPA IT SYSTEM – QUMAX MODULE
Author: Matthew Hodgson
Date Updated: 2008-01-22
Date Created: 2008-01-22
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V, A or K – Screen Shots
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Visual Learners
Visual Learners learn by seeing Have strong spelling & writing skills Find spelling mistakes distracting Not talk much & dislike listening for too long Be distracted by untidiness and movement
Support Visual Learners by using: Posters, charts & graphs Visual Displays Booklets, brochures, & handouts Variety of colour & shape Clear layouts with headings & plenty of white space Context diagrams, Process maps
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Auditory Learners
Auditory Learners learn by listening Love to talk Appear to daydream whilst ‘talking’ inside their heads Read in a talking style Love the telephone and music
Support Auditory Learners by using: Question & Answer Lectures & Stories Discussion Pairs/Groups Variety in tone, pitch, rate and volume Music or slogans User scenarios
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Kinaethetic Learners
Kinaesthetic Learners learn by doing Move around a lot, tap pens and shift in their seat Want lots of breaks Enjoy games Not like reading, but doodle and take notes
Support Kinaesthetic Learners by using: Team activities Hands-on Experience Role-plays Note taking Emotional discussion Prototypes and UAT
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New channels for Communication New ways of communicating and reaching out to
others Access to body of knowledge (in people’s heads,
not in documents) and Communities of practice Networking - leveraging: the power of many Save time and energy - easiest way (anytime,
anywhere) to make contact, communicate, share, collaborate with “friends”
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Leveraging relationships 1 billion using the web ½ billion engaged in use of social computing
tools because it connects them Barack Obama most successful campaign – part
of success was the relationships he built using social media
Mmmm….President…
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The many faces of Obama
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http://www.linkedin.com
Linked in
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www.facebook.com
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www.delicious.com
Bookmarking
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Blogs
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Take home messages
Projects can be more successful if: You take the time to analyse the people,
relationships, connections between them You understand communication preferences will
vary amongst stakeholders so be flexible and adapt your style and channel to you audience
As a BA, embrace your role as communicator and translator to bridge the gap between the technology and the work people need to do
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Fin
Maria Horrigan Murphy
SMS Consulting Group Account Director
Regional Lead Business Analysis
Email: [email protected]: www.barocks.com
Slideshare: www.slideshare.com/murphTwitter: @miahorri
