IIBA Ottawa Kick-Off Meeting: September 18th, 2012

1. Change Management for
Business Analysts
September 18, 2012
Presented by Sandee Vincent, CBAP, PMP, RMP
www.ctesolutions.com

2. 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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3. 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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4. What do these projects have in common?
To the Moon
The Ark
Hoover Dam Christopher Columbus
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5. 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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6. 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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7. 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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8. Two Change Management Perspectives
1.Organizational Change
2.Individual Change
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9. Kotter’s 8 Step Change Model
for Organizational Change
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10. 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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11. 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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12. 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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13. 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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14. 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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15. 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)
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16. Step 5: Enable Action (empowerment)
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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17. 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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18. Implementing and Sustaining the Change
The final 2 steps involve implementing and
sustaining the change.
7. Don’t let up
8. Make it stick
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19. Step 7: Don’t Let Up
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
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20. Step 8: Make it Stick
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
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21. 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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22. John Fisher Model of Personal Change

23. Basic Building Blocks of Change
Change  What is the scope? Where do Guiding  Who will bring us there?
Definition we want to go? Coalition
Current State Path from Here to There Future State
What do you need to do to ease the
Where are we What will the
transition to go from here to there?
today? future look like?
What is the Who will be
What will you do to support your
problem? doing what?
colleagues along the line?
What Using what?
‘organizational How good does
What if they get stuck?
process assets’ it have to be?
do we currently
have? i.e. What if you get stuck?
process maps,
rules, policies,
etc
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24. Basic Building Blocks of Change
Change  The scope was defined in the Guiding  A steering committee was
Definition project charter. Coalition created.
Current State Path from Here to There Future State
Management was on board and supported the
The AS IS state The future context,
change.
and current process maps, and
processes were procedures were
created and Training was offered, and the change was created and
approved by the done slowly, to allow the staff to adapt. reviewed by the
people actually users/workers.
doing the work. Training aids were provided, and the project These were used in
team was available for up to 30 days after training.
deployment.
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25. 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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26. 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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27. 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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28. 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.
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29. Some closing thoughts
• 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.
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30. Consider Organizational Readiness
• What do you need to consider to see if the
organization is ready to make effective use of the new
solution?
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31. 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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32. 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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33. 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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34. Questions
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