Breakthrough Business Analysis 

Collaboration, Creativity, and Deliberate Design-Centered

Innovation 

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Kitty Hass Principal Consultant, Kathleen Hass & Associates, Inc.BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICECell: 303.663.8655  Email: kittyhass@comcast.net DENVER

CHAPTER

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The leading expert in

Strategic Business Analysis

and

Complex Project Management

She has written nine books, dozens of influential articles, and given lectures at corporations throughout the world. She is a professor of Strategic PM and BA Practices at Villanova University and a

keynote speaker at conferences around the world.

Kitty is a Director on the IIBA Board, and is on the BA advisory boards for Capella

University and the University of California, Irvine.

Her ground breaking work in Project Complexity has earned her recognition

as a recipient of the PMI’s David I. Cleland Literature Award

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The Business Analysis Journey

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80%Tactical Analysis

Requirements ManagementDecision AnalysisSolution Analysis

Change ManagementCommunication

Management

10%Group Facilitation

CreativityInnovationElicitationValidation

.

30%Operational SupportContinuous Improvement AnalysisProblem AnalysisProcess Analysis

10%Strategic AnalysisEnterprise AnalysisBusiness ArchitectureCompetitive AnalysisBusiness Case Value Management

20th Century Business Analysis

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Linear vs. Adaptive Approaches

Business as Usual vs. Innovation

Management vs.

Leadership.

Tactical Orientation vs.

Systems Thinking

.

Project & Requirements Management

Vs. Complexity Management

Focus – Too Tactical

Project Outcomes vs.Business/Customer Value

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Improve

Capabilities

Reduce

Costs

Do

Mor

e

Fas

ter

Improve

Decision M

aking

Provide Customer Value

The 21st Century Challenges us to Change

Competitive Advantage Always at Risk

Technology Advances  Fast and Furious

Software Embedded in Everything

Convergence digital, social

and mobile spheres

Every Company   a Technology 

Company

Change & Complexity

the only Constant

Innovation

Complexity

The Internet of Everything

We need to Disrupt Traditional Business

Models and Value Streams

Portfolio Management

Strategy

BA / PM

Decision Making

Leadership

Collaboration

Tools & Systems

Teams

Communication

Innovation

PMO

Resource Management

CompetenciesBACOE

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Centers on woefully inadequate elements of business/technology 

projects

•Decision making: collaborative•Thinking: global, holistic, strategic•Complexity: leveraged to achieve creativity•Leadership: shared, diverse, expert•Teams: collaborative, high performing•Methods: adaptive, experimenting, creative, visualizing, agile•Solutions: innovative, competitive, unsettling, disruptive•Value: delivered often

Breakthrough Practices Produce Groundbreaking

ResultsBusiness as Usual

• 3-5 year roadmap• Big, feature-rich updates• Control changes• Quality means fewer defects• Short-term focus on few projects• Deliver what they asked for yesterday

• Hard costs count• Use agile to do the wrong things faster

• Track changes for CYA

Business Accelerated• Create a system of engagement• Go to market faster with smaller feature sets

• Iterate with fast feedback loops• Embrace change• Have a long-term vision of products• Deliver what they really need tomorrow

• Realize the cost of lost opportunities• Use the right method for the right product

• Track changes to see where the threads lead

Better, Smarter, Faster: Accelerating Innovation Across the Enterprise, 2013, Jama Software, Inc.

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Business/Technology Optimized

Enterprise LevelEnterprise Level

AwarenessAwareness

Project Level Project Level

Innovation Level

Innovation Level

1

2

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BA Value Acknowledged

Business Requirements Managed

•BA Practices Informal

•BA Community of Practice Exists

•Increasing awareness of the value of BA

Moderately Complex

BA PlanningElicitationAnalysisRequirements Mgt and Communication

Business AnalystsIT Oriented

Business Oriented

Highly Complex

Strategy AnalysisSolution Assessment & ValidationBusiness CaseValue ManagementStrategy Execution

Business AnalystsBusiness Architects

Business ConsultantsEnterprise Analysts

Breakthrough Innovation

Innovative Products, Services, Capabilities

Competitive Advantage

Business Analysts Business/Technology

ExpertsInnovation Experts

Change Experts

Business Needs Met Strategy Executed

Value-Based BA PracticesTraditional BA Practices

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Now using PMs and BAs as a leverage point for experienced professionals to translate what they know into the best way to move forward

Recognizing the value of experienced and solution focused IT professionals already in the organization

Moving from a requirements and PM focus to a solutions focusThe PM and BA is an essential part of that transformation

BAs and PMs are in demand and will play a critical role But not the type we have today

CIOs are Re-building the PM and BA Roles

The Rise of the Enterprise Value-focused PM and BA

Mark McDonald, Ph.D., former group vice president and head of research in Gartner Executive Programs http://blogs.gartner.com/mark_mcdonald/2012/01/30/amplifying-the-role-of-the-business-analyst/

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Changes our Project Success Model

Success

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Creativity Inducing Business Analysis

“All people are inherently creative.”John M. McCann, Leadership As Creativity: Finding the Opportunity

Hidden Within Decision Making and Dialogue

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Top Leadership Qualities

1. Creativity2. Integrity3. Global Thinking4. Influence5. Critical Thinking6. Complexity Thinking

““We do not have the creative talent needed.” Capitalizing on Complexity, 2010 IBM Global CEO Study

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The Good News about Complexity: It Breeds

Creativity

Equilibrium                                                                     Chaos

Edge of 

Chaos

• Complex systems fluctuate between states of• Equilibrium (paralysis, death)• Chaos (unable to function)

• Edge of Chaos most creative, productive state • Adaptive behaviors• Essential to survival

Peter Fryer, A Brief Description of Complex Adaptive Systems and Complexity Theory http://www.trojanmice.com/articles/complexadaptivesystems.htm

Vladimir Dimitroy, Complexity, Chaos and Creativity: A Journey Beyond System Thinking

"Without order, nothing can exist. Without chaos, nothing can evolve“

Greg Horowitt, TEDxSanDiego

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Expert Facilitation Fosters Creativity

•Creativity-inducing tools and techniques make use of:• Structured, problem-solving and decision-making methods (left brain)

• Cleverly augmenting them with investigation, experimentation, and a little bit of chaos (right brain)  

The skill of generating innovations is largely the skill of putting old things together in a new way, or looking at a familiar idea from a novel perspective, or using what we know already to understand something new.

Annie Murphy Paul, The Brilliant Report

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Creativity-Inducing Business Analysis

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Structured Decision Making/Problem Solving

Tools Help

Problem solving can take many forms but, if you try problem solving without any structure, you may end up with a bigger problem.Beyond Lean, http://www.beyondlean.com/problem-solving.html

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First Create - Then Innovate

1.1. CreateCreate: divergent thinking•Generate Ideas•Combine, Refine• Invent, Originate, Imagine!

2.2. InnovateInnovate: convergent thinking

•Analyze•Refine•Experiment•Decide!

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Use Divergent Thinking to Create

•Identify as many options as possible•Think “outside the organization”

• Accept all options• Look for unusual possibilities and combinations • Combine like ideas, build on other’s ideas• Encourage participants to challenge each other, experiment, get crazy, be chaotic, get in the zone

•There are many idea generation techniques:

• Brainstorming• 6 – 3 – 5 • Idea Mapping

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Brainstorming

Generate 3-5 Ideas Silently 

Clarify & Combine

• Prioritize• Discuss, Refine• Conduct Feasibility

Analysis on Top 3-5

Brainstorm Ideas Quickly

No Discussion

Clarify Purpose

Brainstorming is limited by organizational constraints when in a conference room. Need to get into the field to understand the customer

experience.

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Brainstorming VisualizationIdea Mapping

•Map brainstormed ideas using a colorful diagram• Great visualization technique

•Advantages• Uses right and left brain• Clarifies thinking, saves time• Fosters ability to organize, communicate, remember, innovate

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Use Convergent Thinking to Decide

1. Refine and prioritize the list of ideas2. Determine feasibility of high-priority 

options3. Analyze the feasible options4. Decide!

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Feasibility Analysis Template

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Get Physical and Visualize

•For the most feasible options build:•Prototypes•Mockups•Models•Story Boards•Stick figures

All Facilitation is Consensus Building

Consensus

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Making Consensus Decisions

• Lead with questions not answers• Listen politely•Paraphrase•Build on other ideas•Ask if more analysis is needed•Be open; accept alternatives•Deal with facts•Stay calm and friendly•Promote (insist on) creativitycreativity and innovationnnovation

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The Next Level:

Design-Centered Innovation

By the Numbers: 228%The amount design-driven

companies outperform the S&P 500. Design Management Institute

“A human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Laure Busche, Lean Branding and Design Thinking Expert

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Top Leadership Qualities

1. Creativity2. Integrity3. Global Thinking4. Influence5. Critical Thinking6. Complexity Thinking, and 

now…7. Design Thinking

“We do not have the creative talent needed.” Capitalizing on Complexity, 2010 IBM Global CEO Study

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What’s the Big Deal about Design Thinking? Combines

empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality in analyzing and fitting various solutions to the problem contextTom Kelley and Dave Kelley, Creative Confidence,

Crown Business, 2013

Converging Disciplines to meet 21st Century

Challenges

Design Innovation

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Marks the Convergence of Technology and the

ArtsDesign thinking…

a methodology that imbues the full spectrum of innovation… a management strategy… 

a system that uses the designer’s sensibility and methods to match peoples’ needs with what is technologically feasible and what a viable business can convert into consumer value 

and market opportunity.

Tim Brown, CEO, IDEO and member of the Mayo Clinic Innovation Advisory Council

What is Design-centered Business Analysis?

Innovation

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Fundamental Design Principles

•Empathy•Collaboration•Diverse points of view• Integrative thinking•Cross-functional teams• Iteration, Invention

•People centered•Deep user insights•Visualization•Solve wicked problems•Creativity•Efficiency, Efficacy

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Design Thinking: Human-Centered Innovation

Design Thinking: Integrating Innovation, Customer Experience, and Brand Value, Design Management Institute, Thomas Lockwood

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The Gears of Business Design

Heather Frasier, Design Works and Tim Brown, IDEO

Design Your Transformation

Complexity and Volatility demand

Iteration, Emergence

vs. Planning

Design of Behaviors

vs.Products

Resiliency vs.

Efficiency

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The d-school at Stanford Approach

http://dschool.stanford.edu

“…a hub for innovators at Stanford. Students and faculty in engineering, medicine, business, law, the humanities, sciences, and education take on the world’s messy problems together.”

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The d-school at Stanford: Radical Collaboration

http://dschool.stanford.edu/our-point-of-view/#radical-collaboration

Everyone loops through cycles of learning, teaching and doing:•Move quickly beyond obvious ideas•Help each other even if it’s inconvenient•Ask for inspiration when stuck•Play•Defer judgment long enough to build on each other’s ideas

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It takes a Team of “T-shaped” Experts

• Small but mighty• Core full-time leaders• Shared leadership• Highly trained• Highly practiced• Multi-skilled• Experienced• Personally  accountable• Expertly coached

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Understand strategic criticality of the effort

Common values and guiding principles

Passionate about the mission

Keeps score, seeks feedback

Constantly innovating, improving, searching for

better methods, tools, practices

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Another Design-Centered Model

Designing for Growth: A design Thinking Toolkit for Managers, Jeanne Liedtka and Tim Ogilvie

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Visualization

Business Design Process, Tools, Management

Designing for Growth: A design Thinking Toolkit for Managers, Jeanne Liedtka and Tim Ogilvie

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Visualization: the Language of Design

Who is the most famous designer of the 21st Century?

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The Genius of Design Thinking

“Intuition counts heavily, experimentation happens fast, 

failures along the way are embraced as learning, 

business strategy is integrated, and more relevant solutions are 

produced”

Design Thinking: Integrating Innovation, Customer Experience, and Brand Value, Thomas Lockwood, Design Management Institute

Breakthrough Project Outcomes

Design-Centered

Innovation

Kitty Hass Principal Consultant, Kathleen Hass & Associates, Inc.BUSINESS ANALYSIS AND PROJECT MANAGEMENT PRACTICECell: 303.663.8655  Email: kittyhass@comcast.net

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