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About your Presenter : Anne Harkins. IT ProfessionalDeveloperSystems AnalystBusiness AnalystLead AnalystProject manager. BA ManagerCurriculum developerFacilitatorConsultantSenior Instructor. Anne Harkins Training and Consulting. Sample Client List: SunTrust Banks Principal Financial ALSAC/St. Jude's Children's Hospital AutoZone AEP (American Electrical Power) Kamehameha Schools The Hartford International Truck TSYS Time Warner Cable Pacific Life19
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1. Memphis Chapter IIBA Subject Matter Experts the forgotten project partner
Presentation
7/21/09
Im excited to have been asked to present for ___________________ today. NOTE CHANGE AUDIENCE ON FIRST AND LAST SLIDES
Were going to be talking about a project team member who is critical to our projects success, but mostly overlooked:
The Subject Matter Expert.
OK, so who am I , who is talking to you today???? >>>>>>>Im excited to have been asked to present for ___________________ today. NOTE CHANGE AUDIENCE ON FIRST AND LAST SLIDES
Were going to be talking about a project team member who is critical to our projects success, but mostly overlooked:
The Subject Matter Expert.
OK, so who am I , who is talking to you today???? >>>>>>>
2. About your Presenter : Anne Harkins
IT Professional
Developer
Systems Analyst
Business Analyst
Lead Analyst
Project manager
BA Manager
Curriculum developer
Facilitator
Consultant
Senior Instructor Industry veteran, In IT world for almost 25 years, with lots of positions across OUR industry
As I was creating this list, my first thought was thank God I started when I was SEVEN (!)
Actually, I didnt start when I was seven, so my real thought was, oh gosh, Im old. But, the more politically correct term these days is seasoned.
So, as a seasoned professional, I have not only had a number of roles, I have had the great fortune of working at some wonderful client
sites in the past >>>>>>>>>>Industry veteran, In IT world for almost 25 years, with lots of positions across OUR industry
As I was creating this list, my first thought was thank God I started when I was SEVEN (!)
Actually, I didnt start when I was seven, so my real thought was, oh gosh, Im old. But, the more politically correct term these days is seasoned.
So, as a seasoned professional, I have not only had a number of roles, I have had the great fortune of working at some wonderful client
sites in the past >>>>>>>>>>
3. Anne Harkins Training and Consulting Sample Client List:
SunTrust Banks
Principal Financial
ALSAC/St. Judes Childrens Hospital
AutoZone
AEP (American Electrical Power)
Kamehameha Schools
The Hartford
International Truck
TSYS
Time Warner Cable
Pacific Life
Chevron
Deutsche Bank
Primarily have lived within the insurance and financial industries, but have also had a variety of industry experience across many different arenas, banking, medical, Cable, Schools.because our skill sets can MOVE across industries.And in these companies I have functioned as >>>>>>>Primarily have lived within the insurance and financial industries, but have also had a variety of industry experience across many different arenas, banking, medical, Cable, Schools.because our skill sets can MOVE across industries.And in these companies I have functioned as >>>>>>>
4. Anne Harkins Training and Consulting Roles held:
Instructor
Business Analysis Training focusing on:
Project Life cycle, roles, methodologies
Requirements elicitation
Requirements documentation
Data, Process, Agents, Actors and Business rules
Consultant
Informal Mentoring
Formal Project Assignments
Facilitator
Group Sessions
Project Team
An INSTRUCTOR, focusing on requirements elicitation and documentation; modeling, data, processes, use cases across methodologies
Also, a CONSULTANT, both formally and informally, and as a FACILITATOR
Across industries, the ROLES remain the SAME and today I want to talk to you about a ROLE that I think has been grossly overlooked in terms of project success, and that is the Subject Matter Expert.An INSTRUCTOR, focusing on requirements elicitation and documentation; modeling, data, processes, use cases across methodologies
Also, a CONSULTANT, both formally and informally, and as a FACILITATOR
Across industries, the ROLES remain the SAME and today I want to talk to you about a ROLE that I think has been grossly overlooked in terms of project success, and that is the Subject Matter Expert.
5. Resources Cited Standish Chaos Report 2007
Borland 2008
IAG Business Analysis Benchmark 2008
IEEE 2007
CIO Magazine 2008
Forrester 2008
Books/Abstracts/Articles:
Successful Business Intelligence; Cindi Howson 2007
Failed IT Projects (The Human Factor); Sheila Wilson 1998 (incorporated into college curriculums and course studies on Project Management)
Early Warning signs of IT Project Failure; Kappelman, McKeeman, Zhang 2006
I put this in early in the presentation so you can be aware of my sources as I am going through the slides. BA Benchmark huge study, came out in Nov/Dec time frame last year.I put this in early in the presentation so you can be aware of my sources as I am going through the slides. BA Benchmark huge study, came out in Nov/Dec time frame last year.
6. Presentation Objectives Who is a Subject Matter Expert (SME)
Industry Trends
Characteristics of a SME
Why Train SMEs
Educating for Better Requirements
What we are going to talk about todayWhat we are going to talk about today
7. Typical Project Team Typical project teamTypical project team
8. Process Of Analysis If we focus on the Process of Analysis, and we focus on the BA role, the BA is eliciting Business Requirements from the Business PartnersIf we focus on the Process of Analysis, and we focus on the BA role, the BA is eliciting Business Requirements from the Business Partners
9. What are Business Requirements? Business Processes
Business Data
Business Rules
Workflows
Policies, Procedures
Exceptions!!!
Reports, Mailings, Spreadsheets, Month-end, Quarter-end, Year-end, Screens, Communications
What do I mean by Business Requirements??What do I mean by Business Requirements??
10. Who is a Subject Matter Expert? We can call our Subject Matter Experts by a number of names, but we are looking for those people that are: >>>>>>>>>>>>We can call our Subject Matter Experts by a number of names, but we are looking for those people that are: >>>>>>>>>>>>
11. Who is a Subject Matter Expert? Individual who has special, in-depth knowledge of a business area
Project team player who enhances team understanding of the business process, problem, need and/or opportunity
Critical role player in project team success
Thought leader and expert with a unique understanding Click to emphasizeClick to emphasize
12. Subject Matter Experts the forgotten project partner I call the SME the forgotten partner any guesses why?
Titled SM Expert, although I would challenge you to think about your past projects, so you think you have gotten the expert, or the one the business manager felt they could spare? It is not called the Subject Matter NOVICE it is to be the expert for providing requirements
The SMEs are NOT TRAINED like other project team members are we dont teach them about their roles, we dont provide them with tools and techniques we drop them into a role and expect them to turn on a faucet and drip out requirements
YET Burden of delivering the RIGHT requirements falls on them. >>>>>>>>>Last year.I call the SME the forgotten partner any guesses why?
Titled SM Expert, although I would challenge you to think about your past projects, so you think you have gotten the expert, or the one the business manager felt they could spare? It is not called the Subject Matter NOVICE it is to be the expert for providing requirements
The SMEs are NOT TRAINED like other project team members are we dont teach them about their roles, we dont provide them with tools and techniques we drop them into a role and expect them to turn on a faucet and drip out requirements
YET Burden of delivering the RIGHT requirements falls on them. >>>>>>>>>Last year.
13. Partnership The degree to which the business and IT can partner together is the single most important organizational aspect to successful business intelligence.
Successful Business intelligence
Cindi Howson 2007 Last year, Cindi Howson suggested in her book Successful Business Intelligence that the BUSINESS REPRESENTATION and PARTNERSHIP with IT
Is the SINGLE most important factor for successful business driven applications. Business Intelligence is used here as a broad term to describe our applications that are focused on building specific applications to satisfy a business case. (We identify business drivers, and build then Business driven apps)
This partnership between IT and the Business can be challenging, rewarding and yet so frustrating that I called this next slide the
Cant live with em, cnt live without em slide! >>>>>>>Last year, Cindi Howson suggested in her book Successful Business Intelligence that the BUSINESS REPRESENTATION and PARTNERSHIP with IT
Is the SINGLE most important factor for successful business driven applications. Business Intelligence is used here as a broad term to describe our applications that are focused on building specific applications to satisfy a business case. (We identify business drivers, and build then Business driven apps)
This partnership between IT and the Business can be challenging, rewarding and yet so frustrating that I called this next slide the
Cant live with em, cnt live without em slide! >>>>>>>
14. Cant live with them There is no realization on the part of the business as to how they affect timelines and implementations.
IT Professional, large US Retailer
Information Systems must understand the business and be involved in what they are trying to achieve.
BI Leader, Landstar Inc. It is this partnership that can sometimes drive EVERYONE crazy!! I found these two quotes in Cindis book, and I love how it shows the deep contrast and lack of understanding each area has for the other
IT says: the business just doesnt get us
Bus says: IT just doesnt understand us,
And sometimes, here the Business Analyst sits in between the two groups not understanding either one of them!! .>>>>>>>It is this partnership that can sometimes drive EVERYONE crazy!! I found these two quotes in Cindis book, and I love how it shows the deep contrast and lack of understanding each area has for the other
IT says: the business just doesnt get us
Bus says: IT just doesnt understand us,
And sometimes, here the Business Analyst sits in between the two groups not understanding either one of them!! .>>>>>>>
15. Subject Matter Experts the forgotten project partner
What we have done as an Industry:
Trained and certified Project Managers
Trained and certified Quality Assurance Analysts
Trained and certified Business Analysts
Trained and certified Facilitators
Have we gotten what we need? As an IT industry, we have been working diligently to increase our projects quality and success. We have trained in many areas, we are producing certified individuals who should have specialties in specific areas, so statistically speaking, we should be pretty good! >>>>>>As an IT industry, we have been working diligently to increase our projects quality and success. We have trained in many areas, we are producing certified individuals who should have specialties in specific areas, so statistically speaking, we should be pretty good! >>>>>>
16. Industry Report Card 70% of projects failed to meet deadlines
50-60% of projects fail to meet the needs of the business
80% of issues stem from poor requirements
50% of project timelines now spent on rework
40% of defects are missed by QA and caught by users
Sources:
Standish Group Chaos report
Forrester Research And yet, were not. These statistics are not new, in fact, they were pretty much replicated by a new study just released by IAG (December 08).
The latest study by IAG says 68% of all projects deemed failures.
When FAILURE is defined as failure to meet time or cost deadline, failure to meet needs of business, that 68% is right in line with these previous studies of the 50 to 60 to 70 percent.
But look at the largest number here : THIRD BULLET POINT 80% of issues stem from poor requirementsthat ties into>>>>>
If needed extra notes :I was going through old files a few years ago, and out fell a page were I had copied down the statistics from that year no we are talking about 20 years ago, and I recall the numbers were 1- 2 percentage points different. We have gained 2% improvements statistically speaking, with all our work, all our certifications, all our emphasis on trying to finally get it right.
And yet, were not. These statistics are not new, in fact, they were pretty much replicated by a new study just released by IAG (December 08).
The latest study by IAG says 68% of all projects deemed failures.
When FAILURE is defined as failure to meet time or cost deadline, failure to meet needs of business, that 68% is right in line with these previous studies of the 50 to 60 to 70 percent.
But look at the largest number here : THIRD BULLET POINT 80% of issues stem from poor requirementsthat ties into>>>>>
If needed extra notes :I was going through old files a few years ago, and out fell a page were I had copied down the statistics from that year no we are talking about 20 years ago, and I recall the numbers were 1- 2 percentage points different. We have gained 2% improvements statistically speaking, with all our work, all our certifications, all our emphasis on trying to finally get it right.
17. Project Success Skills
CIO MAGAZINE survey:
Which is the most important skill for project success today?
Technical Proficiency 10%
Understanding the Business 58%
Communication of Business Requirements 70% That ties into what the CIOs of companies said in a recent survey.
You would think that chief information officers of organizations would say technical proficiency yet only 10 % did (click to display bullet!!)
Click next two bullets up: CIO have stated the the number one most important skills is COMMUNICATION of Bus Rqmts
The emphasis of todays project needs to be on UNDERSTANDING and COMMUNICATION of BUSINESS requirements.>>>>>>That ties into what the CIOs of companies said in a recent survey.
You would think that chief information officers of organizations would say technical proficiency yet only 10 % did (click to display bullet!!)
Click next two bullets up: CIO have stated the the number one most important skills is COMMUNICATION of Bus Rqmts
The emphasis of todays project needs to be on UNDERSTANDING and COMMUNICATION of BUSINESS requirements.>>>>>>
18. Where does it break? Who or What is the
weak link? That leads me to ask, which you probably do as well What is then, the weakest link?
I would love to see that we know it is the BA, or the PM or the SME truth is, we cant.
But, if we evaluate the roles outside of SMEs, we have given training, we have given tools, and we are NOT gaining ground.
What do you fix then? I dont know that we can say it is one role, one team member, but I do think we need to look at the team as a whole, the HUMAN FACTOR>>>>>
If it is Business requirements, couldnt then the argument be that is the BAs job we need to focus on that role?
WE ARE BAs, NOT SUBJECT MATTER EXPERTS..
I would challenge that the SME is a project team member, with their own set of responsibilities and accountabilities, and it is in the SMEs best interest to contribute to this project, as they/you have to live with its results.
Its like saying the car buyer has no role it is all the engineer, when in fact, you are the user, you are the everyday driver you should get to be appy with what you have.
Additional note: what about BAs being SMEs in that case, I think we really lose on both roles the REAL SME is not fully or deeply represented, and the BA cannot be fully dedicated to her analytical skills. I think it is an interesting model, but I question whether it is more of a cost-cutting measure to try and eliminate roles, as opposed to a true succeddul model that has proven results. In fact, BAs that I have talked to were extremely frustrated in this model, ad they recognize they were not the true SME.
I do not think the SME is the weak link either, it is simply recognizing the role the Human Factor plays
That leads me to ask, which you probably do as well What is then, the weakest link?
I would love to see that we know it is the BA, or the PM or the SME truth is, we cant.
But, if we evaluate the roles outside of SMEs, we have given training, we have given tools, and we are NOT gaining ground.
What do you fix then? I dont know that we can say it is one role, one team member, but I do think we need to look at the team as a whole, the HUMAN FACTOR>>>>>
If it is Business requirements, couldnt then the argument be that is the BAs job we need to focus on that role?
WE ARE BAs, NOT SUBJECT MATTER EXPERTS..
I would challenge that the SME is a project team member, with their own set of responsibilities and accountabilities, and it is in the SMEs best interest to contribute to this project, as they/you have to live with its results.
Its like saying the car buyer has no role it is all the engineer, when in fact, you are the user, you are the everyday driver you should get to be appy with what you have.
Additional note: what about BAs being SMEs in that case, I think we really lose on both roles the REAL SME is not fully or deeply represented, and the BA cannot be fully dedicated to her analytical skills. I think it is an interesting model, but I question whether it is more of a cost-cutting measure to try and eliminate roles, as opposed to a true succeddul model that has proven results. In fact, BAs that I have talked to were extremely frustrated in this model, ad they recognize they were not the true SME.
I do not think the SME is the weak link either, it is simply recognizing the role the Human Factor plays
19. The Human Factor When IT projects fail it rarely is a result of the technology. At its core, project management is all about people.
The Human Factor the people, the communication, the working relationships all factor in to project success.
IN FACT her studies concluded that the SMALLER teams (size 11 people and under) failed at a rate of 60% - I think that is interesting. Think of your typical project size, it is likely to fall in at around that number of people, and there is a much larger rate of failure WHY? Are we not putting the RIGHT people here? Are these smaller projects getting the ELITE team of BAs and SMEs ? Likely not, and again, I would argue that if we had stronger project team members all around and at the SME level we could alleviate these problems.
Some of her recommendations include NEXT SLIDE:
The Human Factor the people, the communication, the working relationships all factor in to project success.
IN FACT her studies concluded that the SMALLER teams (size 11 people and under) failed at a rate of 60% - I think that is interesting. Think of your typical project size, it is likely to fall in at around that number of people, and there is a much larger rate of failure WHY? Are we not putting the RIGHT people here? Are these smaller projects getting the ELITE team of BAs and SMEs ? Likely not, and again, I would argue that if we had stronger project team members all around and at the SME level we could alleviate these problems.
Some of her recommendations include NEXT SLIDE:
20. Fixing the Human Factor Some of the recommendations include:
Team development and commitment to project
Effective communication techniques with roles and responsibilities
Competent staff
Transfer of knowledge (easy system or way to do this)
Cooperation
Team development and commitment to project
Effective communication techniques with roles and responsibilities
Competent staff
Transfer of knowledge (easy system or way to do this)
Cooperation
On greater than 11 people, we likely have strong PM representation, executive presence, excellent communication see the pattern??
How many times have we seen our OWN project failures because of a mis-communicationTeam development and commitment to project
Effective communication techniques with roles and responsibilities
Competent staff
Transfer of knowledge (easy system or way to do this)
Cooperation
On greater than 11 people, we likely have strong PM representation, executive presence, excellent communication see the pattern??
How many times have we seen our OWN project failures because of a mis-communication
21. Why didnt you tell me? Is it still a requirement if the subject matter expert didnt tell the analyst?
While you are all pondering that one, let me tell you a story from my early days as a BA)
One of my favorite learning memories as a newbie BA was when we had a project meeting to discuss a BIG MISS and the blame was falling on our analysis I looked at the SME and asked out loud in front of the entire team ::WHY DIDNT YOU TELL ME YOU NEEDED THAT?????
And her response?? YOU NEVER ASKED. And you know what? I hadnt. SO communication, a shared knowledge of expectations, and what do you need from me, what will I provide to you exchange. Hers remained an unspoken requirement.
Understanding EACH OTHER and ALL the roles on the team will contribute to better requirements. Better rqmts=less cost
While you are all pondering that one, let me tell you a story from my early days as a BA)
One of my favorite learning memories as a newbie BA was when we had a project meeting to discuss a BIG MISS and the blame was falling on our analysis I looked at the SME and asked out loud in front of the entire team ::WHY DIDNT YOU TELL ME YOU NEEDED THAT?????
And her response?? YOU NEVER ASKED. And you know what? I hadnt. SO communication, a shared knowledge of expectations, and what do you need from me, what will I provide to you exchange. Hers remained an unspoken requirement.
Understanding EACH OTHER and ALL the roles on the team will contribute to better requirements. Better rqmts=less cost
22. IAG study Staggering findings:
Two different IAG studies have now produced identical findings: There is a 60% time and cost premium to be paid on projects with poor quality requirements
That was an ah-ha moment for me I thought SMEs had responsibilities Turns out, they do, but I am not sure they always know what those responsibilities are = and I am NOT saying the SME is incapable I am saying that for the most part, WE NEVER TELL THEM!
In one of the classes I teach BAs we go through all the project team roles, and their typical responsibilities when we get to the pages on the SMEs, the BAs in the room tend to laugh, because they are doing most of those tasks:
Everything from defining scope, to working with other departments on shared requirements to designing user interfaces to User Acceptance Testing. Come on, admit it, how many times have you run a UAT?
It should be a SHARED RESPONSIBILITY we have to do better, we are still missing KEY BUSINESS REQUIREMENTS, and that is the key focal point of BAs and SMEs. SO ARE WE CHANGING THE WAY WE DO THINGS THEN??? Seque..
That was an ah-ha moment for me I thought SMEs had responsibilities Turns out, they do, but I am not sure they always know what those responsibilities are = and I am NOT saying the SME is incapable I am saying that for the most part, WE NEVER TELL THEM!
In one of the classes I teach BAs we go through all the project team roles, and their typical responsibilities when we get to the pages on the SMEs, the BAs in the room tend to laugh, because they are doing most of those tasks:
Everything from defining scope, to working with other departments on shared requirements to designing user interfaces to User Acceptance Testing. Come on, admit it, how many times have you run a UAT?
It should be a SHARED RESPONSIBILITY we have to do better, we are still missing KEY BUSINESS REQUIREMENTS, and that is the key focal point of BAs and SMEs. SO ARE WE CHANGING THE WAY WE DO THINGS THEN??? Seque..
23. Why? Almost 70% of organizations surveyed DID NOT take effective action despite knowing this. Why?
Belief that analysis is not real project work
Superior technical skills make analysis unimportant
Business requirements considered a document not a cumulative process used to achieve consensus on needs NO Overwhelmingly NO stat from IAG 08 Benchmark study
(Anne note bullets come up with mouse click)
WHY NOT?
Analysis not needed
Coding will fix all ills you know what? A coder cant code an unspoken requirement!!
Once we have BRD, were done.
Research shows all three of these beliefs are false.NO Overwhelmingly NO stat from IAG 08 Benchmark study
(Anne note bullets come up with mouse click)
WHY NOT?
Analysis not needed
Coding will fix all ills you know what? A coder cant code an unspoken requirement!!
Once we have BRD, were done.
Research shows all three of these beliefs are false.
24. Are we hitting the right target? The statistics, the numbers, the repeating study results, the continued project failures NO, Id say we are NOT hitting the right target.
I feel like all of us has been this little man, running around moving the target to try and be in the place where the arrow that has already launched is going to fall.
So, what should we do>>>>>The statistics, the numbers, the repeating study results, the continued project failures NO, Id say we are NOT hitting the right target.
I feel like all of us has been this little man, running around moving the target to try and be in the place where the arrow that has already launched is going to fall.
So, what should we do>>>>>
25. Why train SMEs I suggest we put a small amount of time and money into our SMEsWhy train SMSs?
Back to Sheila Wilson, The Human Factor she states:
Throughout this research, unskilled team members are a major contributing factor to failed teams. A team member who knows WHAT to do and HOW to do it is an ingredient that MUST NOT be left out of the recipe for team success
Its like asking for directions in a foreign language
I suggest we put a small amount of time and money into our SMEsWhy train SMSs?
Back to Sheila Wilson, The Human Factor she states:
Throughout this research, unskilled team members are a major contributing factor to failed teams. A team member who knows WHAT to do and HOW to do it is an ingredient that MUST NOT be left out of the recipe for team success
Its like asking for directions in a foreign language
26. SME Requirement Types SMEs business requirements fall under three types:
CONSCIOUS stated known requirements
UNCONSCIOUS unstated because SME assumes you know, assumes it wont change, or just forgets to vocalize it
3. UNDREAMED unstated because the SME thinks it is likely incapable or out of scope or budget
SMEs business requirements fall under three types:
CONSCIOUS, STATED KNOWN requirements add this field to this report
UNCONSCIOUS unstated because either they ASSUME you KNOW, or ASSUME it will still work the same, or JUST FORGET to tell you.
UNDREAMED unstated because in their minds incapable either out of scope or $
Bottom line, we have to start investing in our SMes - our projects keep spending unnecessary dollars.(next slide)
SMEs business requirements fall under three types:
CONSCIOUS, STATED KNOWN requirements add this field to this report
UNCONSCIOUS unstated because either they ASSUME you KNOW, or ASSUME it will still work the same, or JUST FORGET to tell you.
UNDREAMED unstated because in their minds incapable either out of scope or $
Bottom line, we have to start investing in our SMes - our projects keep spending unnecessary dollars.(next slide)
27. Time and Money In absolute terms, the quality of requirements will dictate the time and cost of the solution. One study put the figure at this:
For every one hour of better requirements gathering, we would save 4 hours of coding and testing.
ALSO roughly 40% of any software project is estmated to be spent on REWORK. (IEEE study)
That is almost of all your project hours, of all your resources, and of all your money on rework because of poor requirements.One study put the figure at this:
For every one hour of better requirements gathering, we would save 4 hours of coding and testing.
ALSO roughly 40% of any software project is estmated to be spent on REWORK. (IEEE study)
That is almost of all your project hours, of all your resources, and of all your money on rework because of poor requirements.
28. Subject Matter Experts the forgotten project partner
What can we do?
TRAIN OUR BUSINESS PARTNERS on :
what we need from them
how to communicate those needs
giving feedback on diagrams and models
Train our SMEs on Delivering Better Requirements! The changes we have made as an industry has moved us forward at a snails pace we can still quote stats from the 2004 Chaos report, because for the most part, they are still pretty much the same.
We need to make a simple change we need to invest just a little upfront time, money and effort to train on SMEs on:
Whats important, whats not
What we need from them
What is a really good requirement (sometimes I need customer name vs. I always need first and last name, sometimes nickname and middle name)
Simple communication and negotiation skills
An idea of what they will be responsible for approving, and giving feedback on.
So, lets look at who makes up a typical SME.(next slide)
(nominal amount of expense in overall project expenditures)The changes we have made as an industry has moved us forward at a snails pace we can still quote stats from the 2004 Chaos report, because for the most part, they are still pretty much the same.
We need to make a simple change we need to invest just a little upfront time, money and effort to train on SMEs on:
Whats important, whats not
What we need from them
What is a really good requirement (sometimes I need customer name vs. I always need first and last name, sometimes nickname and middle name)
Simple communication and negotiation skills
An idea of what they will be responsible for approving, and giving feedback on.
So, lets look at who makes up a typical SME.(next slide)
(nominal amount of expense in overall project expenditures)
29. Who is a SME? Individual who has special, in-depth knowledge of a business area
Project team player who enhances team understanding of the business process, problem, need and/or opportunity
Critical role player in project team success
Thought leader and expert with a unique understanding SMEs come from all over the organization, sometimes outside of our organization. We need to first make sure of one thing
That we have the right SMe for the project it is subject matter EXPERT, not NOVICE. We need to recognize the role both inside and outside the project for how important it is we need to make sure as managers we are putting the right people in the project, not just the SME we can spare.
Critical role player I do not think we are understanding this as organizations.
Why? Lets look at the characteristics of a true SME REVIEW SLIDE ABOVE, BULLETS COME IN WITH CLICK
But, being a SME has its challenges.(next slide)SMEs come from all over the organization, sometimes outside of our organization. We need to first make sure of one thing
That we have the right SMe for the project it is subject matter EXPERT, not NOVICE. We need to recognize the role both inside and outside the project for how important it is we need to make sure as managers we are putting the right people in the project, not just the SME we can spare.
Critical role player I do not think we are understanding this as organizations.
Why? Lets look at the characteristics of a true SME REVIEW SLIDE ABOVE, BULLETS COME IN WITH CLICK
But, being a SME has its challenges.(next slide)
30. SME Challenges Delivering right information
Availability
Understanding their own role
Understanding project methodology, templates, diagrams
Software development not primary job Being a BA, or a PM, we do this for a living it is our job, we utilize our skills routinely on projects.
SMEs not so much they have another job entirely. Supporting a project effort is a role that is added to their existing job, like being tossed into a foreign country and being told to be succcessful.
We need the Subject Matter Expert. It is a pivotal role for project success. IAG recommends.(next slide)Being a BA, or a PM, we do this for a living it is our job, we utilize our skills routinely on projects.
SMEs not so much they have another job entirely. Supporting a project effort is a role that is added to their existing job, like being tossed into a foreign country and being told to be succcessful.
We need the Subject Matter Expert. It is a pivotal role for project success. IAG recommends.(next slide)
31. How do we fix it? Recommendation of IAG:
Focus must shift to quality of requirements discovery as a process, not just a document, if they hope to consistently deliver successful projects. Keep the elicitaion of requirements a process, not just a document to produce and file. An ongoing communication with our SMEs, a more
AGILE approach.
ALSO>>>>
More.next slideKeep the elicitaion of requirements a process, not just a document to produce and file. An ongoing communication with our SMEs, a more
AGILE approach.
ALSO>>>>
More.next slide
32. How do we fix it? Success is driven more by how the organization engages its stakeholders in the process of requirements discovery and is less associated with requirements documentation.
Business Analysis Benchmark 2008 The results of the 2008 study concludes with a recommendation of producing less documentaion, while engaging in more elicitation
I think we as analysts and project team members need to recognize that the DECISION is important, not a formal, beautiful document at the end. We need to get better at WHITEBOARD MODELING.
Currently our SMEs>>>>>The results of the 2008 study concludes with a recommendation of producing less documentaion, while engaging in more elicitation
I think we as analysts and project team members need to recognize that the DECISION is important, not a formal, beautiful document at the end. We need to get better at WHITEBOARD MODELING.
Currently our SMEs>>>>>
33. Current SME role The average project in study which used poor requirements practices overran amount of time expected by stakeholders for participation by 200%
Result:
Difficulty in getting stakeholder involvement in future
Lackluster efforts
Higher turnover
Heroic efforts Currently, it appears as if we are engaging our stakeholders 200% over expectation.
Why I think that is very easy to answer!! : hard to estimate a role that is not understood or well-defined.
Results of that lackluster efforts in signoffs, reviews, meeting attendance with a heroic effort by those remaining on the team, which results in burnout and turnover.
How can we fix it for the Future? (next slide)Currently, it appears as if we are engaging our stakeholders 200% over expectation.
Why I think that is very easy to answer!! : hard to estimate a role that is not understood or well-defined.
Results of that lackluster efforts in signoffs, reviews, meeting attendance with a heroic effort by those remaining on the team, which results in burnout and turnover.
How can we fix it for the Future? (next slide)
34. Future SME Role Productive use of time
Understanding of the process
Understanding of their role
Delivering higher quality requirements
Providing usable, meaningful feedback on diagrams and templates
Buy-in to end result What we want to achieve, what we need to work towards is this.
Then, there will be a trickle down effect, a chain reaction (next slide)What we want to achieve, what we need to work towards is this.
Then, there will be a trickle down effect, a chain reaction (next slide)
35. Good News Chain reaction of excellent requirements:
Design and coding can follow agreed upon models
Rework reduced
Features developed by priority
Testing and QA focused on right requirements
Testing and QA faster and more efficient
End-user satisfaction rises
Successful implementations! (review bullet points)
How do we get there?( Next slide)(review bullet points)
How do we get there?( Next slide)
36. B1Team Training Course offering
Maximizing SME Contributions
Critical tools for business partners
Only course of its kind we are pioneering it because we believe in it! Concise, two day class
Directed specifically at our SME audience
In teaching BAs in the past, time and time again I heard: I wish my SMEs would take this class. Well, they typically arent going to take a class on analysis when it may not support their daily function. So, what we have developed is a short class, for larger audiences, that will take the SMEs through the absolutely vital terms, techniques and requirements so that they will be a prepared project team member.
One who feels confident in their abilities to contribute to the success of the project!!
It makes no sense to train our SMEs to be BAs. We need to train our business partners on project skills, and to sharpen what they have, and teach tehm what they need.
Lets take a look at the class.(next slide)Only course of its kind we are pioneering it because we believe in it! Concise, two day class
Directed specifically at our SME audience
In teaching BAs in the past, time and time again I heard: I wish my SMEs would take this class. Well, they typically arent going to take a class on analysis when it may not support their daily function. So, what we have developed is a short class, for larger audiences, that will take the SMEs through the absolutely vital terms, techniques and requirements so that they will be a prepared project team member.
One who feels confident in their abilities to contribute to the success of the project!!
It makes no sense to train our SMEs to be BAs. We need to train our business partners on project skills, and to sharpen what they have, and teach tehm what they need.
Lets take a look at the class.(next slide)
37. Maximizing SME Contributions: Critical tools for business partners Course Outline
Project Roles and Expectations
Understanding Types of Requirements
Providing the Right Resources
Diagrams I can expect to see
Contributions I should make
Delivering Better Requirements by delivering better answers This is what the course covers and so, until I get to teach your SMEs, this is what you need to be doing on each and every project. Well talk about each of these sections.>>>>
This is what the course covers and so, until I get to teach your SMEs, this is what you need to be doing on each and every project. Well talk about each of these sections.>>>>
38. Maximizing SME Contributions: Critical tools for business partners Project Roles and Expectations:
Learn the players
Understand the positions
Impact of lifecycle and
methodology Just starting with who does what, when, why, a trip tik if you will of the project, the methodology, roles and responsibilities. WHY?
What are we hoping to accomplish create a sense of team with players who understand expectations, not only their own, but of otehrs as well. SO, requirements and responsibilities dont slip through the crack with the assumption that someone else will do it.
And also, customized to your methodology most organizations have moved well outside the traditional life cycle, and are into roles specific to AGILE or RUP. We should educate the SMEs on what your teams are using today.Just starting with who does what, when, why, a trip tik if you will of the project, the methodology, roles and responsibilities. WHY?
What are we hoping to accomplish create a sense of team with players who understand expectations, not only their own, but of otehrs as well. SO, requirements and responsibilities dont slip through the crack with the assumption that someone else will do it.
And also, customized to your methodology most organizations have moved well outside the traditional life cycle, and are into roles specific to AGILE or RUP. We should educate the SMEs on what your teams are using today.
39. Maximizing SME Contributions: Critical tools for business partners Understanding Types of Requirements Even just starting with what is a requirement? What do we need from a SME/ And, why?
Every time I train, every page I produce in courseware has to provide value to the student, I call it my Why do you care test. Many a page has been thrown out of material if it seems redundant or unnecessary. So, if you look at the last bullet point, you will see my crucial point once again What will I be asked, and WHY
If we can get our players to understand the importance of WHAT they ccontribute, and WHAT THEY DONt Contribute, it will provide lasting benefits that will carry into future projects.
Its like that question that interviewers often pose to BAs in the interview process: Tell me what you need to prepare a batch of cookies A really good BA asks a question back What kind of cookies? We need our SMEs knowing what kind of cookies, so they provide us the right information >>>>Even just starting with what is a requirement? What do we need from a SME/ And, why?
Every time I train, every page I produce in courseware has to provide value to the student, I call it my Why do you care test. Many a page has been thrown out of material if it seems redundant or unnecessary. So, if you look at the last bullet point, you will see my crucial point once again What will I be asked, and WHY
If we can get our players to understand the importance of WHAT they ccontribute, and WHAT THEY DONt Contribute, it will provide lasting benefits that will carry into future projects.
Its like that question that interviewers often pose to BAs in the interview process: Tell me what you need to prepare a batch of cookies A really good BA asks a question back What kind of cookies? We need our SMEs knowing what kind of cookies, so they provide us the right information >>>>
40. Maximizing SME Contributions: Critical tools for business partners Providing the Right Resources:
What is in my business
area?
Where can I find
requirements?
Looking beyond
written documentation
What do my analysts
need from me?
Whats important,
whats not?
The last time I asked for documentation from a user, they walked into the room with big, d-ring binders and when they dropped the binders on the table for the meeting, dust flew.
I can still see the dust, and I have never forgotten, dont ask them for what they dont understand. Ask for specifics give me copies of the reports, give me screen prints, lets talk about your workflows, rules and procedures.
Getting our business partners closer to what we need to be effective analysts.
(DO your smes have written doc? Do they follow it? Easily a no/no or yee/no for most organizations)The last time I asked for documentation from a user, they walked into the room with big, d-ring binders and when they dropped the binders on the table for the meeting, dust flew.
I can still see the dust, and I have never forgotten, dont ask them for what they dont understand. Ask for specifics give me copies of the reports, give me screen prints, lets talk about your workflows, rules and procedures.
Getting our business partners closer to what we need to be effective analysts.
(DO your smes have written doc? Do they follow it? Easily a no/no or yee/no for most organizations)
41. Maximizing SME Contributions: Critical tools for business partners Diagrams/Documents I can expect to see
These are only three diagrams that a SME may see, and be asked to comment on do you love it? We have people who put this in front of SMes and ask; Have I got it? And, sign off please !!
No wonder they are confused, and give lackluster feedback. NOW VERY SPECIFICALLY HERE, I AM NOT GOING TO TEACH SMEs TO DEVELOP THESE DIAGRAMS!!!! That is not their job, if it is, they should take one of my BA courses! HOWEVER, they should be able to :
Know what they are looking at
Know its purpose
Know how to read it the basics only WHY? To give us better feedback = better rqmts=money saved
Feel comfortable enough with it that looking at it isnt scary, like a foreign language!
I firmly believe that if we do this, we would absolutely get better requirements.
(If some one argue against this: Smes dont need to see dgms, just be told how it will work. Ask - did you buy your house that way? Did someone just describe it to you, or did you buy it off a video online if yes, I bet you were surprised!!) Its like saying that the driver/buyer of the car has no opinion because we are not engineers.we arent smart enough to say move that steering wheel down and that is a lousy place to put a cup holder?These are only three diagrams that a SME may see, and be asked to comment on do you love it? We have people who put this in front of SMes and ask; Have I got it? And, sign off please !!
No wonder they are confused, and give lackluster feedback. NOW VERY SPECIFICALLY HERE, I AM NOT GOING TO TEACH SMEs TO DEVELOP THESE DIAGRAMS!!!! That is not their job, if it is, they should take one of my BA courses! HOWEVER, they should be able to :
Know what they are looking at
Know its purpose
Know how to read it the basics only WHY? To give us better feedback = better rqmts=money saved
Feel comfortable enough with it that looking at it isnt scary, like a foreign language!
I firmly believe that if we do this, we would absolutely get better requirements.
(If some one argue against this: Smes dont need to see dgms, just be told how it will work. Ask - did you buy your house that way? Did someone just describe it to you, or did you buy it off a video online if yes, I bet you were surprised!!) Its like saying that the driver/buyer of the car has no opinion because we are not engineers.we arent smart enough to say move that steering wheel down and that is a lousy place to put a cup holder?
42. Maximizing SME Contributions: Critical tools for business partners Contributions I should make:
Providing requirements
Providing feedback
Being available
Making the project a priority
We will have tackled the first point by teaching SMEs about requirements.
Then, we need to talk about providing meaningful feedback we need to Increase awareness, increase their confidence, and increase their vocalization of wants and needs of pros and cons, good and bad.
Being available and making the project a priority is a part of understanding this ROLE and ITS meaning to the success of the project THAT IS LIKELY BEING DONE BECAUSE THEIR BUSINESS ARE ASKED FOR IT!!!!!!!!!!!!
So, we need to get our Smes and their management to understand that the project needs some dedicated hours.
Are your SMEs typically assigned like this if they are assigned to a project 25% of the time, is 25% of their workload cut back or given away? Typically NOT any and all project work is usually PUT ON TOP OF THEIR NORMAL WORKLOAD! No wonder SMes arent always enthusiastc about our meetings!! Couldnt be us or the topic at all! So, we need to get our business partners to understand the importance of their role, and their contributions.We will have tackled the first point by teaching SMEs about requirements.
Then, we need to talk about providing meaningful feedback we need to Increase awareness, increase their confidence, and increase their vocalization of wants and needs of pros and cons, good and bad.
Being available and making the project a priority is a part of understanding this ROLE and ITS meaning to the success of the project THAT IS LIKELY BEING DONE BECAUSE THEIR BUSINESS ARE ASKED FOR IT!!!!!!!!!!!!
So, we need to get our Smes and their management to understand that the project needs some dedicated hours.
Are your SMEs typically assigned like this if they are assigned to a project 25% of the time, is 25% of their workload cut back or given away? Typically NOT any and all project work is usually PUT ON TOP OF THEIR NORMAL WORKLOAD! No wonder SMes arent always enthusiastc about our meetings!! Couldnt be us or the topic at all! So, we need to get our business partners to understand the importance of their role, and their contributions.
43. Maximizing SME Contributions: Critical tools for business partners Delivering Better Requirements by delivering better answers
Understanding the question,
probing for specifics
Think like a wise man but communicate in the language of the people
William Butler Yeats 1865 - 1939
And here, a simple section on communication phrasing better questions, being more clear and specific in their requests.
Weve done a lot of work in getting Bas and Developers on the same page, using the same diagrams, talking the same language. I think we need to put that emphasis on our SMEs now, and get them schooled quickly and easily on project concepts.
Conclusions next slideAnd here, a simple section on communication phrasing better questions, being more clear and specific in their requests.
Weve done a lot of work in getting Bas and Developers on the same page, using the same diagrams, talking the same language. I think we need to put that emphasis on our SMEs now, and get them schooled quickly and easily on project concepts.
Conclusions next slide
44. Conclusions Put emphasis on the right target
Train for the human factor
Plan for project success
My goal as a BA, as an educator, as a project team member, is getting better results. Faster, Stronger ,Better, right?
So, I want you to consider putting an investment in your role, your project team, and train the right target the human target the Subject Matter Expert.My goal as a BA, as an educator, as a project team member, is getting better results. Faster, Stronger ,Better, right?
So, I want you to consider putting an investment in your role, your project team, and train the right target the human target the Subject Matter Expert.
45. Subject Matter Experts
from the forgotten
to the invaluable
project partner
THANK YOU!
Let me open it up for questions, and as I do so, I will be putting up the last two slides, which list our current course offerings, and some contact information.Let me open it up for questions, and as I do so, I will be putting up the last two slides, which list our current course offerings, and some contact information.
46. Additional Course Offerings by B1Team Training Enhancing Analytical Skills
Critical tools for Business Analysis
Lean UML Requirements Elicitation
Critical tools for Lean UML Analysts
The Analyst role in Web Development
Critical tools for Analysis of Web-based Solutions
Estimating the Analysis Work Effort
Critical tools for estimating time and effort of Analysis
The Analyst Role in Product Testing and Quality
Critical tools for Testing Skills and Techniques
Agile Requirements Elicitation
Critical tools for Agile Analysts
Facilitating Requirements
Critical tools for Facilitators
Enhancing Analysts Performance
Critical tools for BA
47. Contact Us Contact Information:
Anne Harkins, Training and Consulting
anne.harkins@yahoo.com
404-771-9468
B1Team Training
Training for all project team members!
b1teamtraining.com
