Here are the answers to your questions: 1. What is the best way to enable participation in a meeting? Use a variety of techniques to draw out different perspectives like small group discussion, going around the table to get input from everyone, using post-its or index cards to anonymously collect ideas. 2. What is Carnac the Magnificent known for? Carnac the Magnificent was a character played by Johnny Carson on The Tonight Show who was supposedly a psychic and would answer questions that were sealed in envelopes before being asked. 3. What instrument does Kenny G play? Kenny G is known for playing the soprano and tenor saxophones. Thank you Carnac, I hope these

1. Facilitation Skills for Business
Analysis
IIBA Dallas Chapter
February 19, 2009
Presented by: Rick Walters
Organizational Development and
Program Management Consultant
1
Rick Walters © 2009

2. Vision & Mission – IIBA International
IIBA Operational Vision
p
Create and develop awareness and recognition of
the value and contribution of the role of the Business
Analyst
Define the Body of Knowledge
Provide a forum for knowledge sharing and
contribution to the Body of Knowledge
Identify
Identif the req ired skills and competencies of a
required
qualified Business Analyst
Dallas
Chapter 2
5

3. IIBA – Dallas Chapter 2009 Focus Areas
Competent
Helping others find
their voices, Building
understand the Catalyst
Catalyst our BA C td
Connected
options, make Community
decisions.
Communicator
3
Rick Walters © 2009

4. Facilitation for Business Analysis
F ili i fBi Ali
Facilitation is a key activity and skill
area in business analysis
What are the
roles and
What is meant What skill sets
by facilitation, responsibilities are needed for
when is it used of the the facilitator
facilitator
f
4
Rick Walters © 2009

5. Objective of Presentation Knowledge Levels
Mentor
Teach
Provide speaking
knowledge level of
the range of
Ld
Lead
facilitation roles and
competencies for
Business Analysis
y
Do
Speak
5
Rick Walters © 2009

6. Business Engagement Planning
for Events through the Project Life-cycle
Business
Business
Users User Involvement
Meetings
Workshops
Business Requirements
Demos Application Requirements
Process Definition Testing / Pilot Use
Evaluation and Review
Training
T ii Application Requirements
l
Project
Team Analyze Design Build Test Deploy Support
Solution Development & Delivery Process
Stages
Of
Contact Awareness Understanding Installation Adoption Institutionalization
Adoption 6
Rick Walters © 2009

7. 7
Rick Walters © 2009

8. BABOK v1.6
8
Rick Walters © 2009

9. BABOK 1.6 – Facilitation Needs
1 6 F ili i Nd
Requirements
Workshop
(pg 84)
Focus Group
Creative
(pg 78)
Thinking
(pg 28)
Risk
Assessment
(pg 34)
(
9
Rick Walters © 2009

10. Facilitated Sessions - Examples
F ilit t d S i E l
Requirements Workshop
Data Transformation and Mapping Planning
A cross-functional effort facilitated
cross-
The workshop is facilitated by a
by an analyst to gain agreement
team member or ideally by an
ideally,
between
business process users, experienced, neutral facilitator A
facilitator.
business process champions, Scribe (also known as a Recorder)
data record business owners, documents the business
data administrators, requirements elicited as well as
operations groups and any outstanding issues. A business
the subject matter database analyst may be the Facilitator or
experts
the Scribe in these workshops. In
on the plan to accomplish the data
situations where the business
migration Th purpose is t id tif
i ti The i to identify
analyst is a subject matter expert
data issues, business rules issues
and a framework for moving data on the topic, the business analyst
from a current system to the new may serve as participant in the
business solution with minimal
workshop.
workshop
disruption t th users. (
di ti to the (pg 106)
BABOK v1.6
10
Rick Walters © 2009

11. Well-run workshops are considered one of the most
effective ways to deliver high quality requirements
q
quickly. They p
y y promote trust, mutual understanding,
, g,
and strong communications among the project
stakeholders and project team and produce
deliverables that structure and guide future
analysis.
BABOK v1.6 pg 84
11
Rick Walters © 2009

12. Focus QQuestion 1: What are some workshopsp
or training sessions that you have led or
attended that you remember well, you felt
they went very well
During or afterwards
What are the
indicators of a
▫ What do people say
highly successful
facilitated ▫ How do they feel
session
▫ What do they do
12
Rick Walters © 2009

13. Roles and Responsibilities
Group Dynamics Process / Structure
• Establish a p j
professional and objective
Clarify the stakeholder’s needs, and the
Cl if th t k h ld ’ d d th
•
tone for the meeting purpose of the workshop
• Enforce discipline, structure and
Identify critical stakeholders who should
•
ground rules for the meeting
participate in the workshop
• Introduce the goals and agenda for the
Define the workshop’s agenda
meeting •
• Manage the meeting and keep the Determine what means will be used to
•
team on track document the output of the workshop
• Facilitate a process of decision making Schedule the
S h d l th session(s)
i ()
•
and build consensus but avoid
Arrange room logistics and equipment
participating in the content of the •
discussion Send materials in advance to prepare the
•
• Ensure that all stakeholders participate
p p attendees and increase productivity at the
meeting
and have their input heard
• Ask the right questions, analyze the Conduct pre-workshop interviews with
•
information being provided at the attendees
session by the stakeholders, and
y
Elicit,
Eli it analyze and document
l dd t
•
follow-up with probing questions, if
requirements
necessary
BABOK v1.6
13
Rick Walters © 2009

14. Di
Dimensions of Facilitation C
i f F ili i li
Complexity
Group
Dynamics
Large Group
Culture
Community
Small Group
Organization
Work Group
One-on-One
Process /
Structure
Interview / Training or
Meeting
M ti
Focus Group Workshop
14
Rick Walters © 2009
Rick Walters © 2009

15. 15
Rick Walters © 2009

16. Iil
In its loosest d fi i i
definition, a f ili
facilitator i
is:
Any person who jumps up during a
Any person who jumps up during a
meeting and starts writing key points on
a chalkboard as they are being discussed.
Or someone who
Or someone who
Or even a participant who
puts up a hand and
suggests that they find
suggests that the
suggests that the
out a little about each
participants focus on other, or agree on how
gp
a single problem. they re
they're going to make
decisions.
Basic Facilitation Skills Primer, 2002
16
http://www.iaf-world.org/i4a/pages/index.cfm?pageid=3387
Rick Walters © 2009

17. Focus Question 2: Introspection
• Where do you see meetings or work sessions
getting in to trouble?
• What are reoccurring struggles?
• What areas to you want to improve in?
17
Rick Walters © 2009

18. Notes
18
Rick Walters © 2009

19. Working definition . . .
[Preparation and During]
• A facilitator is someone who uses knowledge of
group processes to formulate and deliver the
needed structure for meeting interactions to be
effective.
[During]
[ ]
• The facilitator focuses on effective processes
(meeting dynamics) allowing the participants to
focus on the content or the substance of their work
together.
Basic Facilitation Skills Primer, 2002
19
http://www.iaf-world.org/i4a/pages/index.cfm?pageid=3387
Rick Walters © 2009

20. Structured processes for group meetings.
Brainstorming BABOK Process Outline
P O tli
• Purpose
• Description
• Intended Audience
• Process
• Usage
Considerations
20
Rick Walters © 2009

21. 4.3 Brainstorming - .4 Process
1 Prepare for 2 Conduct Brainstorming 3 Wrap-up the
Brainstorming session brainstorming
•Develop a clear and •Share new ideas without •Once the time limit is
concise definition of the any discussion, reached, using the pre-
area of interest criticism or evaluation determined evaluation
criteria, discuss and
•Determine a time limit •Visibly record all ideas
y
evaluate the ideas
for the group to •Encourage participants
generate ideas, the Create a condensed list
to be creative, share
larger the group, the of ideas, combine ideas
exaggerated ideas, and
more time required
q where appropriate, and
pp p ,
build on the ideas of
eliminate duplicates
•Decide who will be others
included in the session •Rate the ideas. There
•Don’t limit the number
and their role — are many techniques
of ideas as the goal is
participant or facilitator. that can be used to
to elicit as many ideas
prioritize the ideas,
•Aim for participants as possible within the
e.g., multi-voting
(ideally 6 to 8) topic time period
•Distribute the final list
•Establish criteria for
of ideas to appropriate
evaluating and rating
l ti d ti
parties
the ideas
21
Rick Walters © 2009

22. 22
Rick Walters © 2009

23. Certification Programs
• Certified Professional Facilitator
▫ IAF – International Association of
Facilitators
▫ Example qualifications
7 sessions as lead facilitator over past 3 years
6 competency categories, 18 sub-categories
Live evaluated assessment session http://www.iaf-world.org
• Certified Master Facilitator
▫ INIFAC - International Institute for
Facilitation
▫EExample qualifications
l lifi ti
30 sessions (different organizations or departments)
over past 3 years.
5 Client recommendation letters
Video
Vid taped session
d i http://www.inifac.org/index.htm
6 competency categories, 30 sub-competencies
23
Rick Walters © 2009

24. Focus Questions & Event Plan
• IAF A1. Develop consensus on tasks, deliverables,
roles & responsibilities
• B1 Facilitator asks the questions to assess a client
B1.
need and gains agreement with the client on the
relevant scope and products.
• IAF A2. Create appropriate designs to achieve
intended outcomes
• B2. Facilitator plans and prepares for the session
effectively and collaboratively.
ff i l d ll b il
24
Rick Walters © 2009

25. Business Engagement Planning
for Events through the Project Life-cycle
Business
Business
Users User Involvement
Meetings
Workshops
Business Requirements
Demos Application Requirements
Process Definition Testing / Pilot Use
Evaluation and Review
Training
T ii Application Requirements
l
Project
Team Analyze Design Build Test Deploy Support
Solution Development & Delivery Process
Stages
Of
Contact Awareness Understanding Installation Adoption Institutionalization
Adoption 25
Rick Walters © 2009

26. Clarifying scope deliverables success factors
scope, deliverables,
26
Rick Walters © 2009

27. Priorities Planning Process
Before During After
“Gather Inputs & Summarize” “Review, dialogue, decide” “Align, refine, deploy”
• Meet with teams • 2007 Landscape • Teams
– Needs and must do’s for 2007 –Stakeholder inputs & Trends – Flesh out priorities, projects and
metrics at team level
• Meet with key stakeholders • 2010 Vision – How do we help
• Leadership Team
the company double
– 2007 outlook & needs (same,
revenue?
adjust, new) – Add metrics
– How can we help – Review against company
objectives. (Nov, Dec)
– Doing well, do better • 2006 Progress and Learning
– Finalize for January roll-out
• 2010 Homework (worksheets) • 2007 Themes / Priorities
–On-track, Adjust, New
• Initiative Leader Summaries
– Key accomplishments • 2007 Organizational Initiatives
– Institutionalized /
O ti li d?
Operationalized?
– Continue 2007?
Span time 1 months 2 Day Offsite Span time 2 months 27
Rick Walters © 2009

28. Knowing multiple techniques
• Methodologies
▫ IAF E2. Understand a variety of group methods
and techniques
▫ F2. Facilitator knows and uses multiple
techniques and tools for problem solving and
decision-making.
28
Rick Walters © 2009

29. Structured processes for group meetings.
BABOK Process Outline
Brainstorming
• Purpose
• Description
• Intended Audience
• Process
• Usage
Considerations
11 Techniques in BABOK.
24 tools in the Memory Jogger II
29
Rick Walters © 2009

30. Memory Jogger – Tool Selector Charts
M J T lS l Ch
30
Rick Walters © 2009

31. 4.10.4.1.2 Ensure that all
h ll
Knowing multiple stakeholders participate
techniques and have their input heard
• Participatory Methods (Group Dynamics)
▫ IAF C1. Apply a variety of participatory
l f
processes
▫ IAF C2. Create a climate of
C2 C li f
safety and trust
▫ D2. Facilitator creates and maintains a
safe environment for people to
speak openly without fear of retribution
retribution.
31
Rick Walters © 2009

32. Ways to enable participation
• Write own thoughts down first
• Small group discussion
• R l of brainstorming
Rules f b i i
• Go around table on objective
questions
• Call on
• Cards / post-its
32
Rick Walters © 2009

33. Carnac the Magnificent
• Pan Flute
lu
• Flowers
• Swimmers
33
Rick Walters © 2009

34. Behind the Cards and Post-its
Post-
• Capture input from
everyone
• Level the playing field
• Stimulate objective
dialogue and
understanding
• Make patterns visible
• Provide flexibility
34
Rick Walters © 2009

35. Flower – Bringing focus to the root cause
35
Rick Walters © 2009

36. IAF B2 Prepare time and space to support
B2.
group process
• Arrange physical space
to support the purpose
of the meeting
• Plan effective use of time
• Provide effective
atmosphere and drama
for sessions
36
Rick Walters © 2009

37. IAF D1. Establish clear context
D1
• Managing focus, time and energy - adapting
▫ Agenda planning and timing
Sequence
▫ Adjusting to emerging needs or tangents
▫ Adjusting to content and time
• The right answer
▫ Boundaries and context setting
Decision styles and processes: building consensus
Collaborative decision with single decider
▫ Trusting the process, honoring the group
37
Rick Walters © 2009

38. Rick’s Key Learnings
Rick s
How many people, how much time, what
setting
Clarify the before, during and after activities
Understand the boundaries and decision
processes
Identify the fundamental focus question(s)
Prepare the context
It is about the dialogue, not getting through
It i b t th di l t tti th h
the agenda
38
Rick Walters © 2009

39. 39
Rick Walters © 2009

40. Knowledge and Skill Builders
•Basic team leader and member skills classes
•Basic communications skills classes
Skills Training •Train-the-Trainer certifications
•Facilitation methods and skills
•Consulting Skills classes
l k ll l
•BPM and Reengineering
•SLC methodologies (Object Engineering, Agile, DSDM, etc.)
•Organization design, self-directed teams design, design for
Methodologies
empowerment
(Books and
•Participatory strategic planning frameworks and methods
training)
•Project management
•Customer focus theories and methods
•Organization change management theory, processes and tools
Observation of other instructors and workshop leaders
40
Rick Walters © 2009

41. Key learning points:
Kl i it
Courses Key Learning Points
• Team and group dynamics
• Basic team leader
▫ Charter, mission
and member skills
▫ Guidelines, values
• Basic ▫ Roles and responsibilities
• Basic communications skills classes
communications
▫ Communication styles
skills
▫ Active listening
• Presentation skills ▫ Giving feedback
• Group processes
• Train-the-Trainer
▫ Problem Solving
certifications
▫ D ii
Decision M ki
Making
• Presentation skills
• Facilitation
▫ Public speaking
methods and
▫ Video feedback
skills
▫ Presentation aids: flip chart, overhead
• Consulting Skills • Collaborative processes
41
Rick Walters © 2009

42. Leadership Strategies – The Effective Facilitator
http://www.leadstrat.com/training-facil-effective-facilitator.html
42
Rick Walters © 2009

43. The Consciously Competent Facilitator
http://www.consciouslycompetent.com/ 43
Rick Walters © 2009

44. Books
Bk
• Work Teams That Work: Skills for • Business Process Improvement:
Managing Across the Organization The Breakthrough Strategy for
- Anthony R. Montebello Total Quality, Productivity, and
Competitiveness –
H. James Harrington
• Winning Through Participation:
Meeting the Challenge of
• Developing Object-Oriented
Corporate Change With the
Software: An Experience-Based
Technology of Participation –
Approach – IBM
Laura J. Spencer
• Memory Joggers • Applied Strategic Planning: How to
Develop a Plan That Really Works –
▫ The Memory Jogger II: A
Leonard Goodstein (Author), Timothy
Desktop Guide of Tools for
Nolan (Author), J. William Pfeiffer
Continuous Improvement and
Effective Planning (Paperback)
• Flawless Consulting: A Guide to
▫ The Team Memory Jogger
Getting Your Expertise Used –
g p
Peter Block
44
Rick Walters © 2009

45. Rick Walters, Dallas, TX (972) 416-6147 http://www.linkedin.com/in/rgwalters
45
Rick Walters © 2009

46. Facilitation Skills for Business Analysis
PRESENTATION NOTES
Key points, tips, insights for effective facilitation
46
Rick Walters, Dallas, TX (972) 416-6147 http://www.linkedin.com/in/rgwalters
Rick Walters © 2009