THE MATRIX HAS YOU – NOW WHAT?
Business Analysis in the Enterprise: A view from “The Matrix”
David Maynard
Curtis Michelson
March 17, 2015
AGENDA
•
Planning your escape
•
What is a matrix organization?
•
Define a few things
•
Why Business Analysts thrive in complex systems
•
Hierarchy, oversight, and multiple managers
•
Role clarification and ground rules
•
Know your consumers and understand quality
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Integration and professional growth
•
Fight or flight response
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Wrap up conversation
PREPARE YOUR ESCAPE PLAN
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Don’t delay, start now
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Get noticed – LinkedIn, Meet-ups, Industry Events
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Write your target resume
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Understand your value
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Ready your speaker BIO
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Share your dream job with everyone
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Make something (craft, invention, hobby)
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Join an IIBA chapter and Volunteer
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Track your project hours for your CBAP or CCBA
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Luck, Timing, Synergy, Effort
HIGH
DEFINITIONS
•
Anyone work in a matrix today?
Matrix – an organizational structure in-between a Functional and Projectized structure
Functional
Matrixed
- Traditional
- One manager
- Departments
- Operations
Weak
Balanced
Projectized
Strong
- Dynamic
- PM is Manager
- Deadline driven
- Temporary Work
Source: PMBOK® Guide – Fifth Edition
LOW
DEFINITIONS
Project - A temporary group activity designed to produce a unique product,
service or result. It has a defined beginning and end in time. It is unique in that it is
not a routine operation.
Project Management - Project management is a methodical approach to
planning and guiding project processes from start to finish. According to the PMI,
the processes are guided through five stages: initiation, planning, executing,
controlling, and closing.
Program - A set of multiple, related projects, grouped together to achieve a benefit
not otherwise available if run separately; shared resources, same product, same line
of business, a sequence of projects building upon a similar framework, etc.
Program Management - The act of overseeing multiple, related projects and
their resources to achieve strategic business goals.
Sources: Wikipedia, Google, and PMI
PROGRAM VIEW
Program 3
Program 1
Project A
Project B
Program 2
Project C
Project D
Project E
Project F
Project G
Project H
Project I
Project J
Grouped for various reasons:
Same Resources
Same System
Progressive Waves
Same Goal - BHAG
DEFINITIONS
Portfolio - A set of multiple, related projects, continually assessed and grouped
together to align with a specific business strategy. While project and program
management focus on “doing the work right,” the purpose of portfolio
management is “doing the right work.”
Portfolio Management - is a set of business practices and a process that
allows organizations to manage projects as a strategic portfolio, ensuring the
alignment of programs and projects with organizational objectives.
Enterprise Project Management - is a way of thinking, communicating and
working, supported by an information system, that organizes enterprise's
resources in a direct relationship to the leadership's vision and the mission,
strategy, goals and objectives that move the organization forward.
Sources: Wikipedia, Google, and PMI
PORTFOLIO VIEW
Program 3
Portfolio 1
Project F
Project J
Project H
Project I
Project G
Program 2
Project D
Project C
Project E
Program 1
Project A
Project B
Sorted, prioritized by a
variety of criteria:
Strategic Impact
Cross Project Dependency
Risk/Benefit
Level of Effort
Client Impact
DEFINITIONS
Risk Management - the forecasting and evaluation of financial risks together
with the identification of procedures to avoid or minimize their impact.
Quality Management - The act of overseeing all activities and tasks needed to
maintain a desired level of excellence. This includes creating and implementing
quality planning and assurance, as well as quality control and quality improvement.
Change Management - The management of change and development within a
business or similar organization. The controlled identification and implementation
of required changes within a computer system.
Note: all can be roles and/or offices: QMO, RMO, CMO, PMO, EPMO – Risk
Manager, Program Manager, Quality Manager, etc.
Note: all of those roles and offices and can have varying degrees of control
and authority over the project lifecycle. It varies by company.
Sources: Wikipedia and Google
DEFINITIONS
•
Anyone work in, or with a PMO?
A Project Management Office, abbreviated to PMO, is a group or department
within a business, agency or enterprise that defines and maintains standards for
project management within the organization. The PMO strives to standardize and
introduce economies of repetition in the execution of projects.
Supportive – consulting role, templates, training, best practice, repository
Controlling – enforce compliance, set rules and monitor activities
Directive – directly manage projects, decide on which projects to work
May also – manage resources, provide coaching, set policies, provide
communications, coordinate projects, or provide status reporting
Sources: Wikipedia and PMBOK® Guide – Fifth Edition
COMPLEXITY OF THE ENTERPRISE
“…blue pill - the story ends, you wake up in your bed and believe whatever you want to believe. You
take
the red
pill you
- youare
staylikely
in Wonderland
andonce
I show
how deep
the rabbit-hole
Morpheus
Three
things
to encounter
youyou
realize
you are
part of the goes.”
PMO, -the
matrix or supporting an enterprise project :
The organizational chart is a mess of hierarchical lines, gray boxes and dotted lines
and its difficult to answer the question “what do you do?” even among friends
There are a lot more people are looking at your work products and they have multiple
two letter acronyms like QA, EA, DG
Anyone have an interesting acronym to share with the group?
You now have two or more managers with competing requests - not sure which
one you really work for and when you ask, they are sometimes not sure either
THE PERIODIC TABLE OF PMO ELEMENTS
BA
PM
QA
DB
This is it. Memorize this table and
everything will become clear.
PT
FL
Just kidding.
OR
CQ
TM
OD
EV
OB
DM
LO
LL
UL
CA
DU
AC
PV
WE
DS
DD
RB
OT
IP
AE
MA
LS
LF
TF
ES
FF
TS
TF
TC
EV
SF
AF
PS
PF
WB
SS
EF
*
AS
AK
AZ
CO
CT
HI
ID
IL
IN
IA
KS
KY
LA
ME
MD
SF
DE
**
AD
MI
MN
MS
MO
MT
NE
NV
NH
NJ
NC
ND
OH
OK
OR
*
AI
PA
RI
SC
SD
TN
UT
VT
VA
WA
WI
WY
GU
PR
UM
**
VI
TH
IS
JU
ST
MA
DE
UP
FO
RF
UN
LO
LH
AH
A!
EA
DA
TL
QC
CV
FT
PO
SV
GA
VE
XP
MR
SO WHAT – IT IS COMPLEX – BIG DEAL
•
Why is a Business Analyst uniquely qualified to survive in complex environments?
Business Analysts scrutinize complex systems daily. They break down large problems into
smaller ones for easy consumption. They make lists, categorize, classify and generally put
chaos into order.
Business Analysts are curious about how things work. They are often lifelong learners capable
of enormous personal and professional growth.
Business Analysts are natural mediators looking for the balance between opposing forces.
They translate quickly between business and technical concepts. They are catalysts for
change.
VP OF SALES
HIERARCHY
MANAGER
“…fasten your seat belt Dorothy, 'cause Kansas is going bye-bye.” - Cypher
hi·er·ar·chy
/ˈhī(ə)ˌrärkē/
PROJECT
MANAGER
noun
a system or organization in which people or groups are ranked one
above the other according to status or authority.
synonyms: pecking order, order, ranking, chain of command, grading,
gradation, ladder, scale, range
The dotted lines, the solid lines, where the orders come from,
dealing with the boss’s boss’s boss, who you report to, etc…..
BUSINESS
ANALYST
TIP #1 – SEEK ROLE CLARIFICATION
•
What does Role Clarification mean to you?
Make sure there is a role clarification conversation – before the project kickoff
Who is the PM, the sponsor, the client, technical lead, subject matter expert
Establishes who is doing what – what deliverables are being produced
Sets the “R” in the RACI chart – Responsible , Accountable, Consulted, Informed
Reduces re-work – avoids missing work – increases collaboration
Establishes who to go to for answers to your important questions
TIP #2 – UNDERSTAND GROUND RULES
•
Why are ground rules important?
Beyond the basics of meeting frequency, agenda flow, location, attendees:
How does escalation work? – is it an open conversation or a VERY CLOSED one
Understand project status – what is GREEN, what is YELLOW, what is RED
What is a risk, how is it identified and mitigated and to whom
What is an issue, how is it identified and who owns the action plan to resolve
Who is the primary relationship owner with clients and sponsors
TIP #2.1 – FOLLOW THE MONEY
•
Who approves the project budget in your company?
Understand the politics of how budgets are approved , apportioned, and controlled
Annual funding pools with relationship managers gathering business opportunities
Prioritization models involving ROI, Value Preservation, Execution Capability
How is your time estimate ultimately rolled up into the project budget
Stage gate reviews within a governance structure with go / no-go decisions
Increase your involvement in order to increase your influence and enhance value
OVERSIGHT
“We survived by hiding from them, by running from them. But they are the gatekeepers.”
- Morpheus
o·ver·sight
/ˈōvərˌsīt/
noun
noun: oversight; plural noun: oversites oversights
1. an unintentional failure to notice or do something. "he said his failure
to pay for the tickets was an oversight“
synonyms: mistake, error, omission, lapse, slip, blunder; More
2. the action of overseeing something.
"effective oversight of the financial reporting process"
TIP #3 – KNOW YOUR CONSUMERS
•
Why is it important to know who will see your work?
Understanding who is important – understanding why is critical
Increased focus often comes from a root issue and action plan – seek to understand
Ex. Use cases directly translating to test cases in order to test for defects early
Ex. Enhanced credit card processes - adherence to payment card industry data security
Ex. Mortgage data governance from application to funds disbursement – no broken loans
CEOs and executive stakeholders taking an active interest in projects - SOX
TIP #4 – FIND AND SHARE GREAT WORK
•
What are some examples of how great work products are shared?
Master your tools – know your work products – learn how to use software as an expert
Share your greatest works with others – yes, that really cool spreadsheet formula!
Learn the tools of your consumers – developers, architect, project managers
Start or join a Center of Excellence or Center of Practice – share, share, share
Network with people in this room and not just one night a month – learn together
PRIORITIZING MULTIPLE MANAGERS
“The Matrix is everywhere. It is all around us. Even now, in this very room.” - Morpheus
pri·or·i·ty
/prīˈôrədē/
noun
a thing that is regarded as more important than another.
the fact or condition of being regarded or treated as more important.
"the safety of the country takes priority over any other matter“
synonyms: prime concern, most important consideration, primary issue More
the right to take precedence or to proceed before others.
TIP #5 – MEDIATE, INTEGRATE, ENHANCE
•
How did you approach the first time you had two managers?
Master your negotiation skills – integrate by understanding yourself and your managers
Ask each manager how they will measure your success – get 1on1 time regularly
If there is a possible issue – address immediately not later
Understand and advertise your strengths and gaps with your teams – share strengths
Seek to learn how differences among teammates can build stronger teams
Use of self assessment tools – like DiSC and Strength Finders
TIP #5.1 – WHY DISC IS A FAVORITE
•
Show of hands how many have taken DISC?
Four classifications and usually first 2 letters help define and interact with someone’s style:
D – Dominance
I - Influence
S - Steadiness
C - Compliance
D only – Autocratic leader, you may be just a tool to get something done – work hard
DI – Assertive and influential, balances being respected with being liked – how you feel
DS – Careful and practical, may avoid change in favor of the safe path – be risk aware
DC – Formal and structured with emphasis on zero error rate – be accurate
Your own classification will guide how you choose to engage with others effectively
TIP #6 – MULTIPLE PATHS IS A GOOD THING
•
What advantages might having two managers offer you?
Getting access to two or more different observations is actually a positive
Gain access to new mentors for skills, training, and experiences
Enhanced professional development – opportunities for growth and promotions
More eyes to help you spot hidden political agendas and mine fields
More views to help you escalate an issue in the most tactful manner
One of your managers might actually help you deal with the other one
TIP #101 – THINGS GO WRONG
Projects do fail . Failure is a temporary state. Accept that it is a learning
experience. Create actions plans designed to avoid the same failures.
Blamestorms rage on . Fingers are pointing everywhere. Remember your
traceability matrix – nearly all of your work is recorded. Your work products are your
evidence for nearly any problem.
Change overload. Stop and analyze the set of multiple competing priorities.
Consider alternative approaches or the impact of stopping work for a set of tasks.
Share your thoughts with your managers.
Bad managers exist . ICE them fast. Ignore – because something doesn’t
deserve a response. Confront – explain to them what they did wrong and how it should
have been done. Escalate – go to their manager with your complaint. I encourage C.
Execute your escape plan . Sometimes problems can be so deeply rooted
that the best plan of action is to seek another opportunity to showcase your value.
WRAP UP - IT IS COMPLEX – BIG DEAL
“Do not try and bend the spoon. That’s impossible. Instead… only try to realize the truth. There is no
spoon. Then you’ll see, that it is not the spoon that bends, it is only yourself.”
- Spoon Boy
You thrive in these complex situations:
You break down large problems into smaller ones every day. You create order from
chaos quickly – like seeing all the jumbled puzzle pieces start to form a picture.
You love to learn. You are curious about how things work and not afraid to ask too many
questions. You learn and adapt quickly which leads to enormous personal growth.
You speak business and technology fluently . You mediate when two groups do not get
along. You are always looking for the best way. You are the politician – making friends
and influencing people.
You succeed because you choose to believe – in yourself.
QUESTIONS OR COMMENTS
•
Any questions?
Movie quotes from the film “The Matrix” © 1999 – Warner Bros.