Atlanta/Mendham B2T Training (B2T), a founding member of the International Institute of Business Analysis (IIBA®) and leader in the field of business analysis training and professional development today announced an agreement with Knowledge Partner International, LLC (KPI), a thought leader in the field of decision management, business rules and business logic, to offer to its client base a new course called Decision Modeling Essentials.

KPI’s managing partners Barbara von Halle and Larry Goldberg are the co-authors of the bestselling book “The Decision Model – A Business Logic Framework Linking Business and Technology” (Taylor & Francis LLC, 2009). The Decision Model describes a new and highly efficient way of eliciting, organizing, managing and testing Business Logic that today is the most successful and fastest growing methodology in the field of decision modeling and business rules.

As a KPI training partner, B2T will work very closely with the originators of The Decision Model to offer its clients a powerful extension of its existing training course portfolio.

“We are very excited about the benefits that our partnership with B2T is providing to both of our companies’ clients” said Barbara von Halle, Managing Partner of KPI, “the B2T team of seasoned trainers, business analysis experts, and BABOK® veterans proves again that they feel the pulse of our industry, know what Business Analysts want, and are hosting training classes offering a competitive edge.”

“Kupe” Kupersmith, President of B2T said “The Decision Modeling Essentials course introduces students to what we believe is the next evolutionary step that comes after conventional Business Rules Management. At B2T we are interested in working with the thought leaders in areas that are relevant for the business analysis professional. Being able to offer a course authored and certified by the originators of The Decision Model is a great addition to our program.”

The first public Decision Modeling Essentials training course is scheduled in Atlanta, Ga on April 10, 2012. Register today!

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Further Information

B2T Training, LLC

“Kupe” Kupersmith, President

Phone: (678) 366-1363

Email:

Knowledge Partners International, LLC

Michael Grohs, VP Business Development

Phone (919) 606-6711

Email:

About B2T Training

Since 2000, B2T Training has focused solely on providing business analysis professional development. The company developed the first comprehensive business analysis training program in North America and has been a model for other training organizations.  As experts in the field, B2T Training continues to shape the Business Analysis discipline and the careers of BA professionals in major corporations across the globe through its high impact training sessions and valuable resources.  B2T Training provides direct access to expert instructors who are also practicing BA professionals, well known and highly respected in the field. Business Analysts looking to increase knowledge, improve performance, and enhance their value; and BA Managers seeking to improve BA performance and increase customer satisfaction rely on B2T Training. We get it. We’ll help you get it too. B2T Training is an endorsed education provider for the IIBA® and a registered education provider for PMI®.(www.b2ttraining.com)

About The Decision Model

In 2009 Knowledge Partners International introduced The Decision Model, a technology independent model based on the inherent structure of business logic. The model is proposed in a groundbreaking new book The Decision Model: A Business Logic Framework Linking Business and Technology (Taylor & Francis LLC, 2009). The book is written for both the technical and non-technical reader, providing a detailed theoretical framework as well as a real-life approach to adopting The Decision Model in practice in business rules and business transformation projects. It also provides commentary on the use of The Decision Model in an Enterprise and Business Architecture, Service Oriented Architecture, Business Process Management, business requirements, and analysis, as well as management practices in general (www.thedecisionmodel.com).

About Knowledge Partners International LLC

KPI is the thought leader and innovator in the field of Business Decision Modeling and Requirements.  The company’s services enable many of the Global 1,000 companies to discover, organize and manage their business decisions. KPI offers project leadership to help organizations implement KPISTEP and FirstSTEP, leading methodologies in the fields of business decisions, business rules, business process and requirements. The company provides consulting, training, certification, mentorship and knowledge transfer services to ensure that clients become self-sufficient in these areas. (www.kpiusa.com). KPI works closely with software companies to integrate decision modelling and management into new and existing software offerings.

The problem is, it will change. Actors will age, the theme will no longer be fresh (how many times have you heard someone joke about all the “Rocky” movies and how that franchise has gone on?), and we will have to deal with that change. And herein lies a problem, that many of us are uncomfortable with change. It’s why we like our comfort foods, the sequels, and similar routines. It makes us feel safe. But change is inevitable, and we need to learn to deal with it. 

We deal with change every day, but it’s the major changes that rock our boat – change in job responsibilities, change with new processes and procedures, a new project, or even changes with job situation (and even if you are self-employed, change may come from a new competitor or a shift in business climate). With all of these, you can choose to fight against it, or you can choose to figure out how to survive with the change. Because when you look at it, you will have to make a change no matter what. 

Consider: your company is moving your office from 5 miles away from your house to 50 miles away from your house. You can be in denial; you can complain; you can try and talk them out of it, but the change is going to happen. You can either change your driving habits and move to the new office, you can possibly adjust to a telecommuting schedule, or you can resign from the company and find a new position in a new company (one within 5 miles). All of these choices involve change – you are going to have to face that your world is going to be different. 

So, to deal with it, here are a few tips to get you used to the change when it happens: 

1. Acknowledge that you will have to change. This is potentially the hardest step. The longer that you put off acceptance, the less time that you will have to react. If you accept it early, you will have more time to plan your strategy for how to deal with it.
2. Look for the advantages. See if there are good things to come out of the change. Maybe you are moving from one project area to another and are completely unfamiliar with the people, processes, and systems in the new area. But, that group uses a software application that you always wanted to learn – there’s an advantage. You get to learn something new. If you try hard enough, you can usually find an advantage.
3. Use it to your advantage. Talk to management about the new skills and training that you will need in your new position. Show them how it will benefit the company and the change by getting the training and acquiring the skills that you need to be successful.
4. Support management. If you show management that you are on board and want to make it successful, it will go a long way for your reputation as a “team player.” Show them that you want to partner with them and explain how you see some of the keys to that success, whether it’s training, equipment, or new processes.

 The final scene in the Indiana Jones Kingdom of the Crystal Skull: The wind blows the doors open, and Harrison Ford’s trademark fedora blows in at Shia LaBeouf’s feet. He picks it up, and starts lifting it to his head, and we realize that we are going to see him take over the franchise. SURPRISE! Harrison Ford passes in front of our view, takes the hat from him, and puts it on his own head. With the Indiana Jones trademark smile, we see the change in front of us. We are not going to see the same Indiana Jones in a younger actor – it will be something new. Something different. A change. And it will be good.

Cheers,

Paul Mulvey

As a business analyst can you think of something you might change, improve or start doing that might create some dramatic benefit for you in your personal and professional life? Think back to what you are very proud of this past year and take pride in your accomplishments and then also look at areas where you felt disappointment. Do you enjoy getting up every day? Are you working at full capacity doing something challenging? Are you living the life you envisioned? Do you have the relationships you want? Are you communications successful? If not, change it. We can’t control all circumstances and other people but we can control how we respond to them! We can take responsibility for our lives and our happiness by making small incremental changes in our lives. As I heard someone say when I quit whining, I started winning. It certainly rings true for me. Brainstorm ideas with yourself about what small changes you can make today that will allow you to feel inspired, committed, and happy with your life and your work. Just think what exciting changes we can all create if everyone would do this right now. I wish everyone who reads this blog the very best life for this new year; may you all find joy, peace, good health, fellowship and prosperity in your lives and may you go for it 100% each and every day. Cheers and have a fabulous year!

Ever optimistically yours,
Angie

Timeboxing

A useful technique for analysis is timeboxing. Timeboxing acknowledges that some types of tasks are difficult to finish because the end state of the deliverable is subjective (e.g. is a screen design ever “right?”). This technique is used in software development when the time frame is set and the deliverable is negotiable. Timeboxing gives the worker a specific amount of time within which to complete a given task. The task must be completed by the specified date and time with the goal of getting as much done as possible in the allotted time. Timeboxing is difficult because it forces the analyst to prioritize the most important work first. If time allows lower priority items can be addressed. Timeboxing is valuable for people who tend to be perfectionists and tend to over-commit.

Imagine you have been assigned a small project for which you need to write a complete requirements document by a specific date and there are four high-level business requirements. The tendency would be to take one high-level requirement at a time, elicit the detailed needs, and prepare the requirements document. Using this approach, the time allocated might be used up on the first two high-level requirements. Timeboxing would recommend that you initially spend some time on each requirement to learn a little about it, its priority, and its risks. By working on each requirement for a short period of time and then moving onto the next one you will get an overall view of the deliverables requested and be able to determine how much can be done in the time available. Frequently talk with your project manager and sponsor to provide a status and confirm your plans for utilization of the time.

If all four requirements are needed, break the total time available into four time slots and get as much done as you can on each of the four requirements. Acknowledge that you may not be able to completely detail everything and your requirements package may not be a professional quality deliverable. Keep track of risk and outstanding questions as you go along. At the end of your timebox, you will have an overall understanding of each requirement and at least a rough requirements deliverable. You will also have a list of risk and outstanding questions. 

These risks and outstanding questions should be reported to your PM and sponsor. They need to decide if more time should be allocated to resolve these items or if they are willing to accept the risks and move forward. Timeboxing must include risk assessment because by its very nature, the technique acknowledges that the work will be rushed or squeezed into a smaller-than-ideal time frame. Analysts must be able to best utilize this time and report the risks of the shortened schedule. 

Timeboxing is a great technique when the deliverable is a written document like a requirements package or training manual. Writers can edit and re-write over and over again, never getting the sentences perfect. But most documents used internally in organizations don’t need to be perfect – they need to communicate the important messages to their audience.

Time Zone Differences

 When stakeholders work in different time zones, scheduling phone calls and conference calls is challenging. Project team members may be asked to work different hours from those which they are normally accustomed. The PM and BA need to balance the needs of the project with the needs of the team members. Different requirements elicitation techniques may be used even though they are not the ideal. For example, if your developers are in India and your business stakeholders are in California a teleconference will require someone to work in the middle of the night. Instead of talking with them all together, the BA may instead meet with each group separately relaying the communications back and forth. Remember to plan extra time for this work (and for your sleep!). When the BA relays messages she is often required to go “back and forth” between the two groups several times before all questions are answered and resolved.

 When you schedule group meetings try to alternate meeting times to equally inconvenience all stakeholders. Although your development team may be contractors they are still your stakeholders and being an excellent business analyst means assisting with communications and supporting all stakeholders. 

Nationality/Cultural Differences

When you are assigned to a team with members in a different country or from a different cultural background, do some research to learn about communication differences. As businesses become more global, there is universal recognition that working with people from other cultures presents unique challenges. There are many resources to help a BA get familiar with the basic cultural differences. Read web sites, take a class, learn the basics about the country where your stakeholder resides. Find out when national or religious holidays occur. These may affect stakeholder availability. Find out about working hours norms (i.e. do people put in overtime after work or on weekends, is working on a Sunday completely unacceptable?).

 If you are able to travel to your stakeholders’ country, read travel books to learn as much as you can about the history and current issues of the country. Be prepared to meet people with the customary local greeting (i.e. handshake, bow). The more that you know about the customs and habits of your stakeholders the faster you will build relationships and establish lines of communication. Offer to explain your customs and history also. Working with people from other cultures is a great opportunity for learning so allow your natural curiosity to facilitate project success while also enriching your personal experiences.

What are some of the challenges you face?  Please share any tips you have for working with virtual teams.

Kupe

Kupe Kupersmith, Director of Client Solutions, was interviewed by Laura Brandenburg, Bridging the Gap, to discuss his views on the challenges BAs face in selling their value and how to overcome them.

BAF 2010 is the first inclusive, cross-specialty conference for all aspects of Business Analysis. Ensure you see the big picture: How Enterprise Analysis, Business Rules and Business Process are all related to BA and each other. Designed to help senior practitioners hear about innovative, state-of-the-art techniques by world-class practitioners.

Please join B2T Training at this event in Washington, DC, October 17-21, 2010. Our Co-Founder, Chief Curriculum Strategist, Barbara Carkenord, will be presenting “The BA 5 Musts of COTS Project” and Angie Perris, VP of Client Solutions, will be presenting “Mastering the Business Analysis Mentor Relationship”.

Click here to Download the paper. 

Is your company utlizing senior level business analysts the way Barbara points out? Please share your comments.

Regards,

Kupe

In How to Wow, Frances Cole Jones covers some oldies but goodies like reminding us that 7% of your impact comes from the words you say, 38% from your tone and 55% from body language. Jones also packs in a number of invaluable strategies for helping make all meetings and social events successful.  I found one technique priceless – writing a diary entry as if it were tomorrow. If you have an important meeting or event coming up, write down details of the event as if it had already happened. This technique helps you think through potential scenarios and prepare for the meeting or event. This is similar to the Field of Dreams mantra, “If you build it they will come.” If you write it down it will happen.  

Jones’ conversational writing style makes this a fun and easy read. I felt like I was her long time friend and she was just giving me some good sound advice over coffee.  She pulls many of her thoughts from her vast library of experience working with executives preparing for TV and print interviews and large scale company meetings. Although many of her examples may not directly align with your role, you will not find it hard to bridge the gap and find ways to implement her strategies. 

Whether you facilitate meetings or just attend them, host lunch meetings or just get invited to lunch, present to large groups or just one person, you’ll find significant value in reading How to Wow.    

Happy reading,

Kupe