Business Analysis Trends for 2011 and 2012

by Jason Questor
EVP Learning Systems

Every year business professionals are asked for their thoughts regarding current and growing trends. There is no shortage of opinion. This can be a fun exercise, but must be balanced with something my grandmother taught me that has long been my motto – Consider the Source.  A vendor who is hawking jelly beans will sometimes insist that jelly beans are all the rage and are definitely on the uptick for the foreseeable future. On the other hand, you do often find vendors who really do their homework because they want to stay ahead of the game and provide a service to their clients.

In my role as president of the Toronto chapter of the International Institute of Business Analysis, I am frequently button-holed for my thoughts on where business analysis is and is going.  So this year at our January event I thought it would be a cool idea to have a panel discussion about this. The purpose was twofold, and based on what people were actually seeing:

1. Review and report on the trends we had predicted for us by an industry expert last year for 2011.
2. Ask people what they thought the next 12 months will bring.

The demographic was people who are on the ground doing business analysis and those who are managing these efforts in real life, honest to goodness business projects.  The panel consisted of members of the Toronto chapter board, each of whom presented their thoughts. The audience, 33 Toronto Chapter members, was invited to contribute too. Hardly scientific, this was more of a “group wisdom” exercise, gathering together the ideas of people in the trenches: us.

This week I look at the 2011 predictions. Next week I will report on the going-forward predictions for 2012.

2011: How Did That Work Out?

Below are how the votes tabulated. Note that in some cases not every member voted. Also note that the votes were about what we saw in our own organizations and with our own clients. This is not the same as a yes or no. When you look at the responses, it will be easy, with 20/20 hindsight, to dismiss the predictions. Doing so would miss the point, which is this. Forecasting the weather, or anything else, means weighing a multitude of variables against each other and making a SWAG (scientific wild ass guess).  When you look at such predictions, you must ask yourself if they reflect:

• what is happening
• what we hope will happen
• what we had better do if we know what’s good for us.

So here are the results.

Prediction	Saw It		Didn’t See It		Verdict
	Board	Members	Board	Members
1. Business architecture will be the primary focus for business analysts	0	0	5	31	It is a growing focus but it is not the primary one.
2. Business analysis will guide the surge in cloud computing.	2	11	3	20	No. BA’s are not at the table but should be.
3. Requirements management and development will lead in delivering smart business perspective	0	2	5	31	No. BA’s are not at the table but should be.
4. Business Process Model and Notation (BPMN) will solidify its reputation as the industry standard.	2	1	3	32	Yes in pockets, but overall no.
5. Agile success will go to those willing to break with tradition.	4	12	1	21	Did not see it, but gap is closing.  The way the prediction was worded made a yes or no difficult, but overall it was not seen as making inroads overall.
6. BA’s will be recognized as the critical change management proponent to avoid troubled projects.	5	6	0	28	Yes, but only where there are Enterprise BA’s
7. Resurgence of Centres of Excellence	4	23	1	10	Not so much a resurgence as a continuing trend.
8. Requirements management and development will be essential to regaining market share.	1	0	4	33	Did not see it but it is something that is true. What is lacking is organizations actually leveraging business analysis for strategic achievement.
9. Requirements management and development will continue to struggle to define itself.	1	12	4	21	We are there. We know who we are and the value we provide and business is taking notice.
10. Requirements management and development will require better balanced competencies.	5	33	0	0	Absolutely. In particular, business analysts are becoming client relationship managers.

Your Critical People Roles: Leader, Manager and Coach

by Jason Questor
EVP Learning Systems and
Lynda Keating
EVP Culture and Leadership Practice

As soon as you move into a formal or informal role where you are expected to be the point person for a group of people, you will be faced with the expectation that you will somehow, automatically, understand the many hats you have just assumed. This can be tricky, because the titles associated with the roles may be deceiving. You are called a Project Leader, but is the expectation that you will, in fact, think and act as a leader of your team? You have been promoted to Business Manager, but does everyone expect you to coach teams and individuals towards success and professional development?  In many organizations, the distinctions among these words and the roles they imply are used interchangeably, causing confusion for all concerned. It gets even more complicated when you move into the realm of executive designations such as Director, Vice President or C-Suite roles.

What exactly are the differences? What organizational needs are met by having people in these roles? What does it mean to you and your people regarding the expectations everyone has? And what about all those skills you have amassed as a subject matter expert and contributor? Are you expected to shelve them because of your new title?

Let’s start by comparing some essential key concepts. Management, leadership and coaching encompass distinct sets of responsibilities that address different – but equally important – types of organizational needs. The behaviours are driven by the defining elements, viewpoint, priorities and expectations of the role.

 To be effective in any of these roles you have to start by looking at yourself. What motivates you? What are your priorities? What does success look like to you? These are important questions, because what each of these roles have in common is a focus on people. Are people important to you, or are bottom line results the only thing that matters in your universe?  Do you really see people as the most valuable resource, or just as arms and legs that get things done according to financial expectations?  Do you understand that investing in the engagement of talent is the key to long term business success, or do you see staff as fungible objects that are easily replaced?  Think about this and be honest with yourself.

To be great at any of these roles you must sincerely care about the feelings, thoughts and professional development of your team members, as a group and as individuals. In so doing you will gain the ability to achieve both financial success and the enviable reputation of being with an organization that is a great place to work. While much has been said about the importance of this for attracting and retaining the Millennial generation, it is equally true for all.  How this fundamental truth plays out in attitudes and behaviour cannot be faked. People will see right through artifice.

The best leaders, managers and coaches know how to engage and leverage the natural abilities and learned skills of their people, balancing organizational achievement with the professional and personal needs of those who make it possible in the first place.

Leadership, management and coaching effectiveness can be measured, compared against your ideal view, and enhanced through our full complement of professional development programs. See our website for details and call us today!