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Learn different evangelism techniques to make changes in the business analysis practice stick
Learn better change management techniques to apply when transforming the business analysis practice
Learn how to conquer change obstacles using a blend of evangelism and change management techniques
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Michael Roy is an experienced requirements professional. For more than 25 years, he has worked in the business analysis practice at both a tactical and strategic level including the build and implementation of transformation programs. Michael has worked at multiple Fortune 500 companies on change initiatives aimed at improvements to the business analysis practice.
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We focus on building a better mousetrap and fail to understand why people would not want to use it
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Adoption relies on governance instead of winning hearts and minds both in and outside the business analysis community
A sense of urgency gets replaced by performance monitoring and status reporting
Promised organizational buy-in fails to materialize
Results take longer than expected to arrive
Newer and brighter initiatives divert attention and resources elsewhere
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The Greek word εὐαγγέλιον (latinized to Evangelium) originally meant a reward given to the messenger for good news (εὔ = "good", ἀγγέλλω = "I bring a message“)
© 2015 Oxford University Press 1. The spreading of the Christian gospel by public preaching or
personal witness 2. Zealous advocacy or support of a particular cause
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© 1992, Guy Kawasaki, Selling the Dream “Evangelism is the process of selling a dream” “Selling a dream means transforming a vision – that is, an insight that is not yet perceptible to most people -- into a cause and getting people to share that cause”
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Why ? #1 - Show the Promised Land
Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action (2009)
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How #1 - Show the Promised Land
Simple but direct messaging
Visualization that inspires
Communication before, during, and after
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How ? #2 – Spread the Word
Knowing your community
Anytime, Anywhere, During Work, After Work
Formal Channels, Social Media
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How ? #3 – Look for Agnostics, not Atheists
Segmenting the target audience
Understanding the needs of the unconverted
Showing how the change(s) align with their needs
© 2015 Oxford University Press 1. The management of change and development within a business or
similar organization.
2. The controlled identification and implementation of required changes within a computer system.
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Description #4 – Transformation Needs a Transformative Vision
More than platitudes More than “better requirements” in the context of SDLC More than direction, aspirational, it must motivate
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Why ? #4 – Transformation Needs a Transformative Vision
Warren G. Bennis, On Becoming a Leader (2007)
Peter Senge
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How ? #4 – Transformation Needs a Transformative Vision
Incorporating simplicity, directness, and clarity
Building the vision with business participation
Validating the vision from top to bottom
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How ? #5 – Stack the Deck
Identifying low-hanging fruit optimal for small wins
Selecting high-performance individuals to pilot change
Choosing initiatives with cross-department visibility
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How ? #6 – Assess and Adapt
Continual checking of change success & failure
Reassessing change applicability and suitability
Utilizing scheduled refreshes to the rollout plan
1. Addiction to Status Quo (Complacency)
2. Naysayers/oracles of doom
3. Initial Setbacks
4. Partial Adoption
5. Communication Overload
6. Change Fatigue
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I Do Not Want to Change
Change initiatives must inspire, convey a sense of urgency, and show why the status quo no longer works
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I Do Not Want to Change
It’s Not Going to Work
Demonstrate that it does work with early victories; stack the deck
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I Do Not Want to Change
It’s Not Working !
Assess and adapt; listen to challenges and iterate change to address variations
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I Do Not Want to Change
Am I the Only One following the script ?
Optimize adoption by targeting the unconverted
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I Do Not Want to Change
I’m tired of change
Recognize fatigue; inspire and motivate using evangelism, passion, fervor
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I am Buried by So Many Messages
Keep the message as simple as possible. Keep the message consistent; leadership gives the same message and reinforces each other
Promised organizational buy-in fails to materialize
Results take longer than expected to arrive
Adoption relies on governance instead of winning hearts and minds in and outside the business analysis community
Complacency and resistance to change are underestimated
A sense of urgency gets replaced by performance monitoring and status reporting
Newer and brighter initiatives divert attention and resources elsewhere
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Learn better change management techniques to apply when transforming the business analysis practice
Learn different evangelism practices to make changes in the business analysis practice stick
Learn how to conquer obstacles to change using a blend of change management techniques and evangelism