Read This If: You want to ensure you are basing your projects value on input from true subject matter expert (for any type of project).

A fake subject matter expert or SME can derail a project. Improvements to your business should be based on the best information you have access to, not outdated or incorrect information. The acronym “SME” seems to pop-up everywhere. I agree that saying “subject matter expert” does not flow as well as SME, but the phrase drives home that the person should be an expert (and in the right subject)!

Subject matter experts are used on projects from IT Strategy, to business process improvement, to software development, to organizational change . . . to name a few. They are supposed to impart the wisdom of what is actually happening, and often, what is needed. But if they are NOT an expert, then what? Are you basing the success of your project on poor information?

So what exactly is a fake SME? The basic premise is that they are someone who appears or pretends to be a subject matter expert, but is not. There are many types, but let me outline some of the more common ones:
(more…)

A colleague and I were discussing a merger they were involved in. The organization that acquired them was amazed to see that the acquisition had drastically better systems and processes. They did not, pre-merger, fully grasp the efficiencies the new acquisition brought to the table. Clearly they saw value in the acquisition - but did they overlook where the value was coming from and does that matter?

Organizations overlook IS and business process improvement as a source of value for many reasons including complexity, reactive approaches, and lack of measurements. These are common themes at Fortune 500 companies and small and medium businesses alike.

Business is complex. It is hard to avoid that. We hear “there is not enough time” and also “if you do not have time to do it right, when will you have time to redo it?” Which saying wins in your organization? Complexity and lack of time tend to feed off of each other. If you do not understand your business and where it is adding value (and losing value!) you are living in that reactive zone that all of us slide into at times.

Reactive approaches seem difficult to avoid with the endless funnel of projects pouring in. The problem here is that we often try to use the “strategic hammer” - simply saying we need to be more strategic does not make it so. Experience shows that you often do not even realize you have slipped into a reactive mode, until you are there.

There is typically no time allocated after a project to measure or complete retrospectives on the project. Additionally, time is rarely allocated before a project begins to recap what failed and succeeded on past projects. If the only lessons learned are by the individual, how can the organization increase its knowledge? If no goals (time and budget don’t count) were developed when the project was approved, how do you know if you have been successful?

It is important to understand where your value is coming from and going. Without understanding these sources you cannot focus your resources on the most important areas of the business. Until those “magic beans ” are created to solve all problems, consider a few ideas to deal with these issues.
► Develop a high level overview of your business or simply one business area. Start small and build!
► Outline key areas that are causing problems (time, money, frustration, loss of moral). Use basic measurements to start and keep it simple! Determine the root cause!
► Drill down and focus on one area or sub-area and set some goals to improve it. Empower a champion to achieve these changes or ask to be empowered to make them!

Bottom line here is to start in one small area, and iteratively move forward. Build on each step. Think ‘lean strategy’.

It is important for the source of value to be recognized. Without this recognition, resources are not allocated to business process improvement and information systems projects. Shining the light on this value is up to everyone in the organization, since everyone suffers if the organization wastes money and time.

Have questions about how to get started? Email me with questions or comments.

Have questions about what a business analyst (BA) is and how can they can help your organization? Do you understand enough about the BA to tap into the full value they can bring to a project? Understanding their role can help you solve problems and add value to your business! Don’t overlook your BAs as complex  problem solvers!

It can be a challenge to explain what the business analyst does. Consider the physician-patient analogy as a straightforward way to explain a high-level view of the role. The BA is very much like a physician, with the organization as the patient.

If you are not feeling well and go to see a good physician, they will not simply hand out a diagnosis, a bottle of pills, and a date when you will feel better. First, they will conduct some level of exam based on your symptoms. The more severe your symptoms, the more skill and time it will take to complete a diagnosis. Similarly, the BA cannot rush a recommendation for a solution before understanding and examining the company and issues involved. More complex business issues require more time and effort to resolve.

Complex symptoms require the physician to gather a substantial amount of background information about the patient including family and personal history, travel habits, and working conditions. Additionally, the patient will undergo a variety of tests to understand exactly what is going on. In much the same way, the BA reviews a variety of historical data and gathers current data via requirements workshops, interviews, focus groups, and other techniques. The BA then analyzes and documents this information using additional techniques such as process maps and user scenarios.

Eventually the physician will arrive at a diagnosis of the problem and explain it to the patient and their family. The physician asks the patient about their preferences, provides options for care, and outlines the risks involved with each option. The competent BA will also develop solutions for the situation at hand and provide recommendations to implement a solution. The solution should be based on the needs (requirements) of the stakeholders involved and should outline the risks involved.

A patient may determine that they want to look at alternatives to the options the physician recommends. They may want to try a new or unconventional procedure for any number of reasons. The physician can voice their learned opinion, but ultimately it is up to the patient to endorse an option they believe in. Likewise, any BA will also need to present alternatives to ensure that the project stakeholders are satisfied with the option selected.

The next time you are looking to improve your organization look to your business analysts. Recall the physician-patient relationship as an analogy to explain the important role the BA plays in promoting the health of any organization.