There are many techniques that we can draw on to analyze, specify and design new innovative business solutions. Yet too often change fails. It is oh-so-easy to deliver everything we were asked to deliver, only to find out that the situation was far more complex than we thought. In many cases the people aspects of change are the hardest, and we draw intuitively on our ‘softer’ interpersonal skills. We “lead from the middle” and influence without authority. In some cases it may be our interpersonal skills that help enable us to turn a failing project into a resounding success. In this presentation, we explore some practical techniques for working with stakeholders in tricky, political, and conflict-laden situations. You will walk away with tips and techniques that you can use immediately on your next tricky project!

1. 22 October, Namahn, Brussels
ba-beyond.eu
Free evening event with
Adrian Reed
Leading from the middle:
Influencing & delivery in tricky projects

2. Leading from the Middle
Influencing & Delivery in Tricky Projects
Adrian Reed
adrian.reed@blackmetric.co.uk
@UKAdrianReed

3. I won’t
get
involved

5. I am
involved

6. Politically Aware
Politically Unaware
Acting with
Integrity
Psychological
Game Playing
Clever Wise
Inept Innocent
Model: Baddeley & James
Reading
Carrying

7. Reading

8. Situation
Analysis
Engaging &
Leading
Stakeholder
Analysis
Culture &
Environment
Politics

9. Situation
Analysis
Engaging &
Leading
Stakeholder
Analysis
Culture &
Environment
Politics

10. Situation
Analysis
Engaging &
Leading
Stakeholder
Analysis
Culture &
Environment

11. Impact on stakeholder
Influence
Keep
Satisfied
Manage
Closely
Monitor Keep
Informed
From BABOK® v3

12. Stakeholder Interest Intensity Index
Area
Vested
Interest/
Influence
v/i
1 - 5

13. Stakeholder Interest Intensity Index
Considers a combination of interest and influence
Area of Interest Customers Call Centre Finance Ops Legal
Scanning & Workflow 1/1 5/2 1/5 1/1 1/5
Online Portal 5/2 5/2 1/1 1/1 1/5
Online Invoices 5/2 1/1 5/3 1/1 1/5
Approach adapted from Bourne & Walker (2005)
Areas Stakeholders
“v/I”
Vested Interest /
Influence

14. Stakeholder Interest Intensity Index
Area of Interest Customers Call Centre Finance Ops Legal
Scanning & Workflow 0.2 0.63 0.45 0.2 0.45
Online Portal 0.63 0.63 0.2 0.2 0.45
Online Invoices 0.63 0.2 0.78 0.2 0.45
√{v*i/25}

15. Stakeholder Interest Intensity Index
Area of Interest Customers Call Centre Finance Ops Legal
Scanning & Workflow VL M L VL L
Online Portal M M VL VL L
Online Invoices M VL H VL L

17. What is the ‘Parking Enforcement Service’ for?

18. PQR
Do P by Q in order to contribute to achieving R
“A system to__________by__________ in order
to contribute to achieving________”

19. Different Perspectives
“The parking enforcement service exists to generate revenue
from motorists who break the law, by diligently issuing
tickets. This is in order to contribute to an overall goal of
balancing the city’s books.”
“The parking enforcement service is a system to keep road-
users (and pedestrians) safe by issuing fines and providing
useful information/education to those who park illegally in
order to contribute to achieving safe, uncongested roads.”
A
B

20. Area of Interest Customers Call Centre Finance Ops Legal
Scanning & Workflow VL M L VL L
Online Portal M M VL VL L
Online Invoices M VL H VL L
Perspectives
+
+
Attitude, aspiration etc…

21. Situation
Analysis
Engaging &
Leading
Stakeholder
Analysis
Culture &
Environment
Politics

22. But where do we start?

23. Rich Picture

26. Situation
Analysis
Engaging &
Leading
Stakeholder
Analysis
Culture &
Environment
Politics

27. From Pullan & Archer (eds) (2013)

28. Rules &
Regulations
Control
Boundaries
Networks &
Information
Manage
Meaning
See Morgan (2006)
Our Sources of
Power?

29. Communication is Changing…

30. Ohrwurm
“Ear Worm”

31. “Learn our way
through”

32. Situation
Analysis
Engaging &
Leading
Stakeholder
Analysis
Culture &
Environment
Politics

34. • Where in your organisation are your business analysts
located ?
• How are you adding value?
• Where do you think the BA adds most value?
• How do we measure that value?
www.blackmetric.co.uk

35. References
Baddeley S. & James, K. (1987) ‘Owl, fox, donkey or sheep: Political Skills for Managers’, Management
Education and Development, vol 18. no 1, Pp.3-10
Bourne L, Walker D.H.T, (2005) "Visualising and mapping stakeholder influence", Management Decision,
Vol. 43 Issue: 5, pp.649-660, https://doi.org/10.1108/00251740510597680
Checkland Cited in OU (n.d.). Systems practice: Managing sustainability. [online] OpenLearn. Available
at: http://www.open.edu/openlearn/science-maths-technology/computing-and-ict/systems-
computer/systems-practice-managing-sustainability/content-section-2.4.1 [Accessed 2 Sep 2018].
IIBA (2015) A Guide to the Business Analysis Body of Knowledge (BABOK®) v3, IIBA, Toronto
Morgan, G (2006) Images of Organization, Sage, California/London
Pullan, P. & Archer, J (2013) Business Analysis & Leadership: Influencing Change, Kogan Page, London

36. second annual conference — ba-beyond.eu