Change Management for Business Analysts

September 18, 2012

Presented by Sandee Vincent, CBAP, PMP, RMP

www.ctesolutions.com

Business Analysis Training

• IIBA Endorsed Education that follows BABOK • No Fluff – only actionable items • Scenario based training with integrated case

studies for practical experience • Written and delivered by practicing

professionals • Valuable Job Aids • Central location – 11 Holland Ave (Tunney’s

Pasture)

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Agenda

1.Past Projects 2.Case Study 3.Organizational Change - 8 Step Change

Model 4.Individual Change - Transition Curves 5.Questions

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What do these projects have in common?

The Ark

Hoover Dam

To the Moon

Christopher Columbus 4

A Case Study – The Background

A warehouse contains printed material and other items, that support various marketing campaigns. Much of the material is ordered in advance to be used in future campaigns. Some of the material is used once, but much of it can be used for many campaigns by many campaign managers. These campaign managers often browse through the warehouse and take whatever material they need. They often remove it without notifying the warehouse staff, thus inventory levels are not updated.

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A Case Study – The Problem

Due to Health and Safety concerns, as well as recent shortages, employees should be forbidden access to the warehouse unless accompanied by a warehouse staff member. Steel toed shoes are required and proper access techniques must be followed by anyone entering the warehouse.

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A Case Study – The Objectives

• Have an inventory solution that tracks all shipping and receiving accurately, where all stakeholders can check the inventory levels of all products, not just their own.

• The warehouse must be locked and only warehouse

staff will have physical access to products.

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Two Change Management Perspectives

1.Organizational Change

2.Individual Change

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Kotter’s 8 Step Change Model for Organizational Change

Creating a Climate for Change

The first 3 steps involve creating a climate for change: 1. Increase Urgency 2. Build Guiding Teams 3. Get the Vision Right

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Step 1: Increase Urgency

What it means: Key stakeholders understand why change needs to happen and why now (as opposed to next year). Establish a compelling case for change identifying key threats and opportunities. How it was applied: The project was justified due to health and safety concerns, as well as budget concerns by spending money on replacing misplaced products. Key stakeholders were the warehouse, facilities, finance, and marketing. Tools that were used: Business Case; Risk Register; SWOT BABoK Reference: Determine the Business Need (Enterprise Analysis);Techniques

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Step 2: Build Guiding Teams

What it means: A team(s) has been established and given empowerment to lead the team through the change. How it was applied: The CFO, Marketing VP, and Warehouse Manager and a few key others, formed the steering committee which provided guidance to any decision making. Tools that were used: Monthly update meetings; status reports; stakeholder analysis BABoK Reference: Conduct Stakeholder Analysis (Business Analysis Planning and Monitoring)

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Step 3: Get the Vision Right

What it means: Key stakeholders understand why change needs to happen. Create a vision to help direct the change effort, and develop strategies for achieving that vision. How it was applied: The Business Case was approved, aligned with the company’s strategic vision. Tools that were used: The TO BE context diagram was created and the vision agreed on. BABoK Reference: Vision Statement (Enterprise Analysis)

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Engaging and Enabling the Organization

The next 3 steps involve engaging and enabling the organization to accept and adapt to the change. 4. Communication for Buy in 5. Enable action 6. Create short-term wins

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Step 4: Communication for Buy-in

What it means: ‘Articulate an emotionally powerful picture of the desired future state’. How it was applied: An elevator speech was created and communicated by senior management at every opportunity throughout the change period and for a time after. Tools that were used: Stakeholder Analysis, Communication Plan BABoK Reference: BA Communication Plan (Business Analysis Planning and Monitoring) Communicate Requirements (Requirements Management and Communication)

Step 5: Enable Action (empowerment)

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What it means: Moving beyond the planning and talking and into action. Remove obstacles on the way. How it was applied: The AS IS process was reviewed, obstacles removed, and streamlined into a TO BE Process by the people actually doing the work. Tools that were used: Process Modeling/RACI BABoK Reference: BABoK (Techniques)

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Step 6: Create Short-Term Wins

What it means: Success breeds success. Counter naysayers, and recognize the positive contributors. How it was applied: Each milestone was celebrated with the entire team. The BA, being the closest project team member to the users, ensured accomplishments were acknowledged, as well as the workers focused on the next task. Tools that were used: Status reports, emails, meeting minutes, agendas BABoK Reference: Techniques

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Implementing and Sustaining the Change

The final 2 steps involve implementing and sustaining the change. 7. Don’t let up 8. Make it stick

Step 7: Don’t Let Up

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What it means: Don’t declare victory too soon. Celebrate the wins, but keep focused on the next goal. Increase activities, and bring new blood into the team if needed. How it was applied: After ensuring that the solution met the business need, change was applied gradually and with the stakeholders informed and part of the process all along. Tools that were used: TO BE process, Stakeholder walkthroughs BABoK Reference: Solution Assessment and Validation

Step 8: Make it Stick

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What it means: It means embedding the change in the ‘way we do things around here’. It is the culture. How it was applied: Progress stories were celebrated in online communications. The original database was made read only to encourage use of the new solution. The solution became part of overall enterprise architecture. Tools that were used: TO BE process map became the AS IS process map and integrated in all procedures. Support was integrated into the current processes. BABOk Reference: Process Modeling (Techniques), Organizational Process Assets

People Need to be Transitioned too

• Everyone adapts, or transitions, at their own speed. • Yet the project needs people to adapt now . • As a business analyst, you are the one closest to the

people and have the best sense of how willing/able the users will be with the new solution.

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John Fisher Model of Personal Change

Current State

Where are we today? What is the problem? What ‘organizational process assets’ do we currently have? i.e. process maps, rules, policies, etc

Future State

What will the future look like? Who will be doing what? Using what? How good does it have to be?

Change Definition

What is the scope? Where do we want to go?

Guiding Coalition

Who will bring us there?

Basic Building Blocks of Change

What do you need to do to ease the transition to go from here to there? What will you do to support your colleagues along the line? What if they get stuck? What if you get stuck?

Path from Here to There

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Current State

The AS IS state and current processes were created and approved by the people actually doing the work.

Future State

The future context, process maps, and procedures were created and reviewed by the users/workers. These were used in training.

Change Definition

The scope was defined in the project charter.

Guiding Coalition

A steering committee was created.

Basic Building Blocks of Change

Management was on board and supported the change. Training was offered, and the change was done slowly, to allow the staff to adapt. Training aids were provided, and the project team was available for up to 30 days after deployment.

Path from Here to There

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Implementation - Transition Requirements

There are 3 types of transition: 1. Transition to Support (Done by Technical Lead) 2. Transition to Help Desk (Done by PM-BA) 3. Transition to Business (Done by the BA-PM)

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Transition to Support

• Due to the technical nature of this step, it is typically performed by the development team.

• For this project: Support was engaged at the beginning, sent on training, and installed and supported the new software.

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Transition to the Help Desk

1. Consider the ticket system 2. Training 3. SLA’s 4. Escalations

For this project: Users were trained by the vendor, and the 1st and 2nd level support was set up using existing processes.

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Transition to Business

What do you need to consider? • Parallel systems, pros and cons • Capabilities • Process • Customers • Business Cycle • UAT signed off? Consider entrance and exit criteria • Is it good enough? As with any requirement, these need to be elicited,

analyzed, managed, and communicated too. 28

Some closing thoughts

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• What do you need to consider to determine if the organization is ready to make effective use of the new solution?

• Consider organizational, cultural, and stakeholder impact.

• What do you need to consider to see if the organization is ready to make effective use of the new solution?

Consider Organizational Readiness

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Cultural Assessment

• Determine if the stakeholders want the change to be successful

• What are the common beliefs, attitudes, and feelings?

• Do they understand the benefits of the new solution? • …and how would a champion benefit?

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Consider the Impact on Stakeholders

• How will the change impact your stakeholders?

• Will there be any difference in locations that could impact how they communicate with each other? Tool: RACI

• Will the process affect what applications they use? Tool: AS IS vs. TO BE

• Will it affects the tasks they do? Tool: AS IS vs. TO BE

• Concerns: What are there preferences? Capabilities? Will their job be more or less demanding? Will they lose their job? Will the change affect work satisfaction?

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What can you do to help?

• What do you need in your tool kit to help your stakeholders, colleagues, friends, and lunch buddies cope with change?

• Have you any tips you can offer?

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Questions

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