Leading Innovation through Enterprise Analysis - · PDF fileLeading Innovation through...
Transcript of Leading Innovation through Enterprise Analysis - · PDF fileLeading Innovation through...
Leading Innovation through Enterprise through Enterprise
AnalysisJonathan Nituch
Agenda
• Nature of Innovation
• Enterprise Analysis Theory
• Innovation Myths
Leadership • Leadership
• EA Methodology
• Results and Pitfalls
• Questions
Learning Outcomes
1. Identify the components of an environment for innovation.
2. State the definition of enterprise analysis, portfolio management, and analysis, portfolio management, and strategic planning.
3. Describe leadership as defined through understanding of needs.
4. Employ a 5-step methodology to lead innovation through enterprise analysis.
Innovation
Innovation is a Creative Enterprise
*NEW* Ideas
*NEW* Approaches
*NEW* Takes
Innovation in Business Context
• “New” means change
• Theory
– Strategic Planning
– Project Portfolio Management– Project Portfolio Management
– Enterprise Analysis
• What changes to enact?
Strategic Planning
Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. – wikipediahttp://en.wikipedia.org/wiki/Strategic_planning
Project Portfolio Management
… includes identifying, prioritizing, authorizing, managing, and controlling projects, programs and other related work, to achieve other related work, to achieve specific strategic business objectives.
– PMBOK pg. 9
Enterprise Analysis
Describes the business analysis activities necessary to identify a business need, problem, or opportunity, define the nature of a opportunity, define the nature of a solution that meets that need, and justify the investment necessary to deliver that solution.
– BABOK pg. 81
Identify Need
Determine Solution
Innovation
Project Timeline
Who is Responsible for Innovation?
• Innovation is R&D, something other people do
• Sit in cubicle and hope, sit in corner office and hopeoffice and hope
Myth #1: Innovation is Only About Products
• It is also systems, process, and people: structural and human capital
• What about your corner of the world?
Myth #2: Innovation Comes for Above
Upper management will not produce all will not produce all of the innovation that you need.
Levels of Innovation
Organi-zational
Program View
Project View
Levels of Innovation/Strategy
Organizational View
Strategy
People
Program ViewPeople
Process
Data
Requirement
Strategy
People
Process
Data
Requirement
Strategy People Process Data Requirement
Project View
Take Ownership
Make innovation in your world yourresponsibility.
Artists
Experience
Images from Wikipedia
Inspiration
Innovation
CollaborationContext
Innovation Requires an Environment
Experience
Innovation
CollaborationContext
Leadership
Structure
Leadership
• Popularity of leadership
• A great leader is easy to recognize, but to recognize, but difficult to define.
• Leaders are able to mobilize people through their influence.
Types of Leaders
Dictator Collaborator
Leadership Defined
“A superlatively endowed individual who can articulate the needs of the people.” - unknown
– Servant Leader– Servant Leader
– Business Analyst
Innovation Requires an Environment
Experience
Innovation
CollaborationContext
Leadership
Structure
Fortress Methodology Attributes
• Lightweight
• Bottom up
• Suitable for any level
Methodology Steps
1. Document Processes
2. Identify Process Gaps
3. Brainstorm Solutions
4. Determine the Solutions’ Payoff4. Determine the Solutions’ Payoff
5. Implement the Change
Step #1 Document Processes
As a group, document the current state business processes in diagram form.
– The process owner will diagram and – The process owner will diagram and explain how the process works.
– The diagram should be clear and detailed enough that all employees understand how the process works.
Step #2 Identify Process Gaps and Excesses
Identify all perceived areas of improvement (process gaps)
– All employees are welcome to comment on the process’ strengths and weaknesses.
– Customers, vendors and partners must be heard by advocacy or representation.heard by advocacy or representation.
– Identification of gaps should not be viewed as an attack. We are all trying to make the company better.
– The value of each step in the existing process needs to be evaluated.
– Best practices of other companies should be considered.
Step #3 Brainstorm Solutions
As a group, consider the identified process excesses and gaps.
– What solutions could be applied to the gap or excess?gap or excess?
– At this point, we are not evaluating the cost or effort involved in the solution. This is a creative exercise.
Step #4 Determine the Solutions’ Payoff
Each solution will be slotted into the following matrix:
Easy to Achieve
Difficult to AchieveAchieve to Achieve
High Benefits 1 2Low
Benefits 3 4
Step #5 Implement the Change
•Small changes may be as simple as following a new step in the process.
•Larger changes will require internal projects to complete.projects to complete.
Innovation Results
Experience
Innovation
CollaborationContext
PitfallsGround Rules ConflictEngagement
Collaborative Leader/Facilitator
Results: Efficiency
• Documented processes
• Understand other processes
• Empathize
Other Results: Quality
• Thinking about org/group
• Thinking about each other
• Benefit of the SME experience
Managers: will learn more about • Managers: will learn more about their unit
New Life Cycle
Stakeholder Involvement
• Morale effects:
– buy in to ideas
– let go of ideas
• Helping to chart course• Helping to chart course
• They have a voice
Project Footing
• Buy-in to change
• Context
Review
1. Definition EA, PPM, Strategic Planning
2. Project Lifecycle and Engagement
3. Environment for Innovation
4. Leadership through understanding of 4. Leadership through understanding of needs.
5. Methodology: lightweight, bottom up, suitable for any level
6. Pitfalls
7. Results
Questions
How can a BA get started?
• You can’t do this alone.
• Leverage your stakeholders.
• http://www.thebacoach.com/• http://www.thebacoach.com/enterprise-analysis-tips-to-get-started-babok-5-0/
Where can I manage this data?
• inteGREAT
–One Truth
–Project Footing–Project Footing
• http://www.edevtech.com/
Who can I use for a facilitator?
Fortress Technology Planners: www.ftpinc.ca
Final Thoughts