Guest post by Cecilia Pearce~~~~~~~~~~~I have just completed the “Business Analysis with Business Rules: From Strategy to Requirements” on-line training session given by Ron Ross and Gladys Lam.[1]This approach has additional benefits where requirements are concerned. During the session, it became evident that some of the requirements processes defined by BABOK® – Requirements Elicitation, Prioritization and Traceability – may be simplified when following the Business Motivation Model (BMM)[2] approach.The BMM approach emphasizes starting with strategy for addressing the business problem. Being top-down and structured, it ensures that defined requirements are based on the business goals identified for the organisation. Since the source of the requirements is therefore known, their prioritization is simplified. Requirements linked directly to the goals will have a higher priority, whereas other requirements, depending how linked to the goals, may be allocated a lower priority. Traceability of requirements also benefits from the BMM approach. The requirements are already associated with the goals, possible business risks are identified, and relationships are traced to business processes, business milestones, and key performance indicators. The requirements elicitation process is just another benefit of the BMM approach. Requirements are defined with the goals in mind. The Policy Charter[3], a deliverable in the style of the BMM, illustrates the goals in more manageable segments and links the requirements directly to the identified goals. It allows the business stakeholders to ‘see’ their end result more clearly and understand what steps are required to get there.
John Matthias recently wrote this about our new book, Building Business Solutions: Business Analysis with Business Rules[1]:
“I especially liked the discussion about the mission and goals. I still see business process analysis in organizations I visit where the goals are not articulated well, and the results are not useful. (I’ve done it myself.) It’s easy to get lost among the trees, unaware of the contours of the forest or what direction you’re going.”
Indeed! That’s why we came up with the Policy Charter, which is the deliverable in our approach that lays out the elements of strategy and their motivation. A Policy Charter is all about business goals, business risks, and business policies. It’s not about business process![2]How do you distinguish between good business strategy and bad business strategy? Noted strategy expert Richard Rumelt distinguishes the good and bad as follows.[3]Good Business StrategyRumelt, p. 20: “good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does.”Rumelt, p. 243: “good strategy is, in the end, a hypothesis about what will work. Not a wild theory, but an educated judgment. And there isn’t anyone more educated about your [business] than the group in [the] room.” Bad Business StrategyRumelt, p. 32: Bad strategy “… is not simply the absence of good strategy. It grows out of specific misconceptions and leadership dysfunctions. To detect a bad strategy, look for …
Failure to face the challenge. When you cannot define the challenge, you cannot evaluate a strategy or improve it.
Mistaking goals for strategy. Many bad strategies are just statements of desire rather than plans for overcoming obstacles.”
Rumelt, p. 32: Bad strategy “… is long on goals and short on policy or action. … It uses high-sounding words and phrases to hide [its] failings.” He means (and says) fluff.The Three Skills of Good Business StrategyWhat do you need to be successful with strategy? Rumelt (p. 268) says: “… you must cultivate three essential skills or habits.
First, you must have a variety of tools for fighting your own myopia and for guiding you own attention.
Second, you must develop the ability to question your own judgment. If your reasoning cannot withstand a vigorous attack, your strategy cannot be expected to stand in the face of real competition.
Third, you must cultivate the habit of making and recording judgments so that you can improve.”
[2] The standard for organizing business strategy is provided by the Business Motivation Model (BMM). See www.BusinessRulesGroup.org
[3] Rumelt, Richard [2011]. Good Strategy Bad Strategy: The Difference and Why It Matters. New York, NY: Crown Publishing, a division of Random House Inc.
“We actively use the BRS business-side techniques and train our business analysts in the approach. The techniques bring clarity between our BAs & customers, plus more robust requirements for our development teams. We’ve seen tremendous value.”
Jeanine Bradley – Railinc
“I found the course interesting and will be helpful.
I like the pragmatic reality you discuss, while a rule tool would be great, recognizing many people will use Word/Excel to capture them helps. We can’t jump from crazy to perfect in one leap!
Use of the polls is also great. Helps see how everyone else is doing (we are not alone), and helps us think about our current state.”
Trevor – Investors Group
“Sessions flow together well and build upon the concepts for the series which makes the learning easy and better retention.
The instructor is knowledgeable and very attentive to the audience given the range of attendees skill and knowledge of the subject at hand. I enjoy her training sessions.”
Deborah – American Family Insurance
“Your work has been one of the foundations of my success in our shared passion for data integration. It has had a huge impact on innumerable people!”
“A great class that explains the importance of business rules in today’s work place.”
Christopher – McKesson
“Instructors were very knowledgeable and could clearly explain concepts and convey importance of strategy and architecture.
It was a more comprehensive, holistic approach to the subject than other training. Emphasis on understanding the business prior to technology considerations was reassuring to business stakeholders.”
Bernard – Government of Canada
“You did a wonderful job!! The material was organized and valuable.”