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Dave Saboe, CBAP, PMP, CSM | Certified Business Analysis Professional | Agile Coach

Mastering Business Analysis

A Careers , Business and Education podcast

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Your key to advancing your career as a Business Analyst and beyond

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Software Development Pearls

25 min

Karl Wiegers shares his lessons on requirements, project management, design, quality and more. Karl’s advice can make you significantly better at what you do. Show Notes Karl Wiegers started programming in 1970 and has collected 60 lessons he has learned in several areas of software development including requirements, design, project management, culture, teamwork, quality, and process improvement. Each of these lessons bring insights that can help you to and your organization to become significantly better at creating high quality, valuable solutions to your customers. The Need to Iterate Almost everything we do takes more than a single shot and design is a good example. The first lesson in the design category of Karl’s book is “design demands iteration”.  There’s always more than one design solution for a software problem and seldom a single best solution. The first design approach you come up with is unlikely to be the best option.  A good rule of thumb is that you’re not done with design until you’ve created at least three designs, discard them, and take the best ideas from those three and build something better. The same holds true for requirements.  It will take a few iterations to get it right.  These are cyclical things that you have to plan in your project management approach.  You’re going to have to build in some reviews, get some feedback, prototype, and do some modeling to make sure we’re on the right track. Icebergs are always larger than they first appear; that means that there’s going to be growth in the project. There’s going to be new information and new ideas that come along.  You have to build in that growth and include contingency buffers into your plans.  The bigger the project, the more unknowns and ambiguity and the more likely it is to change. Understanding Stakeholders and Customers Usage-centric development (as opposed to user-centric) is more likely to satisfy customer needs than product or feature-centered development.   We shoul...

The Minimum Viable Business

21 min

Ian Reynolds discusses how to discover the right solutions for your customers and then deliver them quickly. Show Notes Many organizations, especially as people are trying to work in more Lean and Agile ways, work towards producing a minimum viable product (MVP) and move on after achieving it.  These organizations aren’t thinking about the value that could be delivered after the MVP. They believe that if they put a minimum viable products in our customer’s hands, they know whether or not it’s a great product.  Instead, people need to be working towards a minimum viable business as opposed to the minimum viable product.  You could put a great product out there, but if you haven’t designed it to solve for the customer’s ultimate needs by testing it and getting early feedback and created a degree of stickiness in a business model that will help you retain and add clients, you have a problem. You don’t necessarily have a business and you haven’t necessarily solved the problem.  Over optimization towards what you believe to be a viable product is not necessarily that MvP. It’s a business model that’s going to have sustainability. What’s Valuable to Customers When you’re developing a product, the easiest person to fool is yourself. You may believe that you have a great product, but you need to test it to validate that belief.  That could be as simple as using a survey to check the validity of your idea. Building a product (even a scaled-down version of a working product) is a very expensive way to test an idea. If you build the product first and then try to go out in the market and then make the adjustments, you’re going to have to build it again. Faster Delivery There are two major inhibitors to speed to market.  One is trying to do everything yourself.  The desire to understand exactly how the product is built and have too much control over the process of building that product is not efficient. When you’re building a product, it’s not reasonable to be so in t...

Elon Musk's 5-Step Design Process

4 min

In this lightning cast, we explore the 5-step design process Elon Musk uses for SpaceX to innovate and get better results.

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The newest 50 of 275 episodes

Software Development Pearls

25 min

Karl Wiegers shares his lessons on requirements, project management, design, quality and more. Karl’s advice can make you significantly better at what you do. Show Notes Karl Wiegers started programming in 1970 and has collected 60 lessons he has learned in several areas of software development including requirements, design, project management, culture, teamwork, quality, and process improvement. Each of these lessons bring insights that can help you to and your organization to become significantly better at creating high quality, valuable solutions to your customers. The Need to Iterate Almost everything we do takes more than a single shot and design is a good example. The first lesson in the design category of Karl’s book is “design demands iteration”.  There’s always more than one design solution for a software problem and seldom a single best solution. The first design approach you come up with is unlikely to be the best option.  A good rule of thumb is that you’re not done with design until you’ve created at least three designs, discard them, and take the best ideas from those three and build something better. The same holds true for requirements.  It will take a few iterations to get it right.  These are cyclical things that you have to plan in your project management approach.  You’re going to have to build in some reviews, get some feedback, prototype, and do some modeling to make sure we’re on the right track. Icebergs are always larger than they first appear; that means that there’s going to be growth in the project. There’s going to be new information and new ideas that come along.  You have to build in that growth and include contingency buffers into your plans.  The bigger the project, the more unknowns and ambiguity and the more likely it is to change. Understanding Stakeholders and Customers Usage-centric development (as opposed to user-centric) is more likely to satisfy customer needs than product or feature-centered development.   We shoul...

The Minimum Viable Business

21 min

Ian Reynolds discusses how to discover the right solutions for your customers and then deliver them quickly. Show Notes Many organizations, especially as people are trying to work in more Lean and Agile ways, work towards producing a minimum viable product (MVP) and move on after achieving it.  These organizations aren’t thinking about the value that could be delivered after the MVP. They believe that if they put a minimum viable products in our customer’s hands, they know whether or not it’s a great product.  Instead, people need to be working towards a minimum viable business as opposed to the minimum viable product.  You could put a great product out there, but if you haven’t designed it to solve for the customer’s ultimate needs by testing it and getting early feedback and created a degree of stickiness in a business model that will help you retain and add clients, you have a problem. You don’t necessarily have a business and you haven’t necessarily solved the problem.  Over optimization towards what you believe to be a viable product is not necessarily that MvP. It’s a business model that’s going to have sustainability. What’s Valuable to Customers When you’re developing a product, the easiest person to fool is yourself. You may believe that you have a great product, but you need to test it to validate that belief.  That could be as simple as using a survey to check the validity of your idea. Building a product (even a scaled-down version of a working product) is a very expensive way to test an idea. If you build the product first and then try to go out in the market and then make the adjustments, you’re going to have to build it again. Faster Delivery There are two major inhibitors to speed to market.  One is trying to do everything yourself.  The desire to understand exactly how the product is built and have too much control over the process of building that product is not efficient. When you’re building a product, it’s not reasonable to be so in t...

Elon Musk's 5-Step Design Process

4 min

In this lightning cast, we explore the 5-step design process Elon Musk uses for SpaceX to innovate and get better results.

The FOCCCUS Formula

12 min

In this episode, we revisit Theory of Constraints, an approach to improving organizational performance by accelerating delivery. Author Clarke Ching shares his FOCCCUS Formula to address the system’s bottleneck. Show Notes In every process or value delivery system, there’s one constraint (bottleneck) that limits the flow of value of the entire system.  If you want to deliver faster, you must identify and address the bottleneck.  To improve the flow of value, we can apply the Theory of Constraints, a process improvement methodology that focuses on addressing the bottleneck. Eli Goldratt’s famous book, The Goal, introduced readers to the Theory of Constraints and how to apply Goldratt’s Five Focusing Steps to address your constraint.  However, many people are unaware of or confused by the Five Focusing Steps. In you’re confused about how to address the bottleneck in your process, you can use Clarke Ching’s FOCCCUS Formula instead.  FOCCCUS is an acronym that stands for the steps you can take to address the constraint and improve the system. FOCCCUS The first step in the FOCCCUS Formula is “F” for find the bottleneck.  You can’t improve the bottleneck if you don’t know where it is.  To find the bottleneck, look for work piling up of long queues in front of a step in the process.  Work typically builds up in front of the constraint. Once you find the bottleneck, the next step is “O” for optimize. You want to optimize the bottleneck so that it can get work done faster.  You can do this by making sure the work that goes to the bottleneck resource is ready (has everything they need) and the bottleneck is focused only on value added work. After you optimize, the next step is collaborate.  Collaboration helps the bottleneck deliver faster because non-bottleneck resources may be able to off-load work that the bottleneck is doing. In addition to collaboration, you can apply the second “C”, which is coordinate.  This step involves finding ways to coordinate activities...

The Value of Business Models

25 min

David Mantica helps us understand business models and helps us understand how to find new opportunities to create greater value. Show Notes Creating product requirements and delivering features is one thing. Understanding the business context and business models associated with your product and identifying different avenues to drive value is quite another. Understanding your business model can help drive value for your organization and increase the value that you contribute as a Business Analyst, Product Owner, or Project Manager. A business model incorporates how you package a product, how you sell it, how you market it, how you deliver it, and how you get paid for it.  The packaging refers to the offer itself, not the box it comes in. Your business model gives you insight into how you extract money or time from somebody for the product and understand the expense necessary that actually deliver it and the margins associated with it.  You then tie in how you fit in the value chain of your organization and where you fit from a competitive standpoint. Business Models for Internal Products The first thing we have to remember with internal products is that revenue is considered with use and adoption of the product. Instead of revenue being much somebody paid for something, your internal customers pay for what you build based on their time; if they’re using it more, they’re paying a lot of money for it.  Once you understand the use, you could tie value back to productivity. We need to consider that there are different ways that you can deliver; all the different ways you can sell, all the different ways that you could generate revenue, ways that people engage with your product are different.  You can commoditize the same solution but within two different business models and get two totally different results.  You can understand the business model from an internal perspective by digging into how you deliver something. How do you package that delivery?  What’s the...

Corkscrew Thinking

22 min

In this episode, Clarke Ching shares an innovative problem solving approach to help us solve tricky problems. Show Notes We’re often called upon to apply our problem solving skills and help organizations make better decisions.  The challenge is when we face really tricky problems.  To solve these, we need an innovating problem solving approach. Corkscrew thinking is about how to come up with clever ideas when you’re facing what seems like an impossible situation. This approach helps you to be creative and wander around to figure things out.  You’re trying to invent something or discover something new.  If you’re facing two choices and they conflict or directly oppose each other, corkscrew thinking can help you discover new solutions. When we make decisions, we often make out a pros and cons list.  What we’re trying to do with corkscrew thinking is to get the best of both options while eliminating the negative aspects.  Start with the two options that are in conflict and figure out what to get the benefits out of each of those options and then solve a different problem, which is to come up with new options. It allows you to get a better solution than the options you started with. One way of envisioning corkscrew thinking is to imagine that you’re holding two choices or options, one in each hand.  Next, think about the benefits of each option and stack those on each shoulder.  These are the requirements or the positive outcomes that each choice will help you to achieve. Now imagine the higher purpose that you’re trying to achieve related to these two options.  Imagine this overall mission on top of your head. Finally, consider the benefits on your shoulders and the higher purpose above your head and search for options that combine the benefits of both while serving your higher purpose. This exercise can best be done with a quick drawing or sticky notes. Listen to the full episode to understand how to apply corkscrew thinking to solve your tricky problems. H...

The Human Work Machine

28 min

David Mantica discusses the brain science behind some of the challenges knowledge workers face and helps you shift your mindset to enable you to thrive in a complex and chaotic environment. Show Notes As knowledge workers, we rely on our brains and relationships to get things done. That’s where some of the challenges lie. The hard skills of business analysis, project management, and product ownership are relatively easy to learn. But the soft skills . . . that’s the real challenge. It’s amazing how little education knowledge workers get about how our brain impacts our ability to be successful. Our brains operate for two things; survival and efficiency. That efficiency word is very scary when it comes to complex cognition. The survival aspect can be even more difficult because it ties back into the physical survival mechanisms of our body, because we really haven’t evolved yet to understand that we are an apex predator. A lot of the initial reactions that our brain drives in our system is protecting us from a physical perspective when fear occurs. So the manifestation of fear around losing your job becomes a physical manifestation similar to being chased by a saber tooth tiger. You lose a lot of the power of cognition in that. The first step is not so much getting into the details of communication skills and emotional intelligence. It’s getting a better understanding of the fundamental workings of our brain and how you have to combat that to be healthy and to be able to thrive in constant change. Cognitive DistortionsOne thing we do a very poor job of is feeding our brain to operate with high level of cognition over an extended period of time. Since our brain wants to be efficient, it will process and gather information and look at the information using its stereotypical heuristic patterns it’s used to. This is why you see yourself having a tendency to try to solve the same problem using the same tools and getting frustrated. You’re not realizing that you have...

Testing Your Business Ideas

25 min

David Bland discusses the importance of testing your business ideas and shares ways to dramatically reduce the risk and increase the likelihood of success for your product, initiative, or project. Show Notes Studies show that 7 out of 10 products fail to deliver on expectations.  We often fall into the trap of moving forward with a project, product, or business idea without first validating it.  This results in wasted time and money from solutions that don’t have a good market fit or aren’t solving the right problem. The most expensive way to find out if you’re right or wrong is to build the whole thing. David Bland The Three Lenses When testing your idea to reduce risk, look at the solution through three lenses; desirability, feasibility, and viability. Desirability implies that customers want your solution.  Feasibility means that we can build and support the solution.  This is isn’t just technical feasibility; we also look need to look at overall regulatory, policy, and governance that would prevent you from making your solution a success. While customers may want your solution (desirable) and you can build it (feasibility), perhaps there’s not enough of a market for it or people won’t pay enough for it.  This is viability. We want to unpack our risk and then test our way through it, going from no evidence to some evidence and then from some evidence to strong evidence that we’re on the right path. Process to Validate Your Idea If you have an idea that you want to validate, start by understanding the higher level risks.  Who’s your customer?  What’s your value proposition?  What’s your revenue model and the cost it’s going to take to do this? This information helps you map out desirability and viability.  Then work to understand the big activities you need to do, the resources you need to have, and anything else related to feasibility. A business model canvas may help you to understand the things that have to be true for your idea to succeed.  From th...

Systems Thinking and Business Agility

26 min

Adrian Reed discusses systems thinking, how it enables business agility, and how it can help elevate the value you bring to your organization. Show Notes We live in a complex, rapidly changing world. In order to support our stakeholders and our organizations, we need to expand our view and adopt a systems thinking mindset. This allows you to see the whole and the interconnectedness between the parts, which in turn allows you to help stakeholders make the right decisions. Systems thinking makes business agility possible. With business agility, your organization is able to sense its external environment, really work out what’s significant, and then respond to it. To be really agile, your organization needs to see what’s changing. It needs to work out how it needs to change and then it needs to actually do it. Many organizations see that there is a strategic problem and something they really need to do, but they can’t quite configure themselves to respond to it. Business analysis is central to that because you think about sensing and seeing what’s coming. There’s a huge amount of strategic business analysis that fits into that space. You think about assessing how to change and there’s a lot of solution evaluation, problem solving, and understanding that fits in that space. Who’s Responsible for Strategic Systems Thinking? There’s often a belief that the top c-level executives should be doing this analysis. In reality, systems thinking and strategic thinking should happen at all levels. Think about what might change out in the world and how it might have an impact on how this project runs or how this product will need to incrementally change. Understanding what’s going on outside our organization or even internal – it can be “what if the priorities of this department change or what if we lose this key person” or some other event. That speaks to systems thinking; understanding the upstream and downstream impacts as well as all the pieces that are at work in a del...

Thoughtless Design with Karl Wiegers

31 min

Author and thought leader Karl Wiegers shares principles and lessons he has learned from poor designs and what you can do to develop solutions that create a great user experience. Show Notes We’re all experienced products that are confusing, difficult to use, and cause frustration. Author Karl Wiegers has pulled together a collection of products with a thoughtless design and created a set of design principles and lessons to help us create solutions with the user in mind. If the solutions that we create aren’t usable, they’re not valuable to our customers. Design Lessons Karl’s first design lesson is to focus the design on usage, not on product features. Studies show that a high percentage of the features that are included in software packages are rarely used. Let’s think about what people want to do with the product and the environment in which they’re going to be using it. Then we can design the product to make it easier for users to get the job done. Let’s understand the disease before we come up with a cure. A second lesson is that design demands iteration. You’re not going to get the design right on your first try. You have to iterate. You have to sneak up on approaching a better design with each cycle until you have a design that’s good enough to satisfy the requirements and usability. You can iterate at multiple levels. You can iterate with each product release similar to the iPhone. When you iterate at that level, you may also get a lot of new bugs and increase complexity of the product. Making a product, marketing it, then seeing how people like it and making another try in a year is an expensive way to iterate. We want to iterate as cheaply as possible as many times as we can, and that requires doing things with prototypes and mockups. We can have an incremental growth of the level of precision and detail with the prototypes. The third lesson is we need to involve real users whenever possible. If you’re iterating on a design, how do you know what...

BA Toolbox - The A3 Report

4 min

In this episode of the BA Toolbox, we explore the A3 report and it's use in problem solving.

Customer-centric Transformation

27 min

Melissa Boggs discusses how the Scrum Alliance transformed into customer-centric teams and how you can have a greater customer focus. The post MBA218: Customer-Centric Transformation appeared first on Mastering Business Analysis.

Agile Planning

6 min

Understanding the different levels of Agile planning and what they mean for you will help your team stay aligned and focused on achieving the right outcomes. The post Lightning Cast: Agile Planning appeared first on Mastering Business Analysis.

Objectives and Key Results

22 min

Paul Niven helps us to understand Objectives and Key Results (OKRs), a goal-setting tool to set ambitious goals with measurable results. The post MBA217: Objectives and Key Results appeared first on Mastering Business Analysis.

Give Your Meetings a POWER Start

5 min

Stop the wasted time and money from ineffective meetings by giving your next meeting a POWER Start. The post Lightning Cast: POWER Start for Your Meetings appeared first on Mastering Business Analysis.

Outcome Based Change

22 min

David Hawks shares an approach to transformations, projects, and large change initiatives by starting with the business outcomes. The post MBA216: Outcome Based Change appeared first on Mastering Business Analysis.

Resistance to Change

4 min

Overcome resistance to change using Goldratt's Four Quadrants of Change The post Lightning Cast: Resistance to Change appeared first on Mastering Business Analysis.

The Business Analyst Success Path

27 min

Laura Brandenburg shares her framework for career development; the Business Analyst Success Path. The post MBA214: The BA Success Path appeared first on Mastering Business Analysis.

Applying Theory of Constraints

27 min

If you want to accelerate and deliver with greater speed and flexibility that's critical to serving your customers, combine Agile with Theory of Constraints. The post MBA213: Applying Theory of Constraints appeared first on Mastering Business Analysis.

Transforming Your Work with Modern Agile

33 min

Joshua Kerievsky shares the four principles of Modern Agile and how they can help you find better ways of working and achieve better business outcomes.

Adaptive Leadership

27 min

In this time of unrelenting change, we need leadership at all levels. Here's what you need to help your team succeed.

Vital Communication

20 min

Communication is vital to success on teams and organizations. In this episode, Tommy Re shows us how to dramatically improve communication.

Visual Thinking

31 min

Grant Wright Shares simple Visual Thinking tools and practices to help your team get aligned and retain information. The post MBA209: Visual Thinking appeared first on Mastering Business Analysis.

Facilitative Leadership

24 min

Author Michael Levine helps us unleash the power of large, diverse groups of smart, experienced individuals to deliver positive business results. The post MBA208: Facilitative Leadership appeared first on Mastering Business Analysis.

Bad Behaviors in the Workplace

27 min

Paul Pelletier helps us to understand the root causes of disrespectful behaviors at work and how to address them. The post MBA207: Bad Behaviors in the Workplace appeared first on Mastering Business Analysis.

Succeeding with Analytics

24 min

Jim Rushton helps us to understand why 80% of analytics projects fail and what you can do to make sure yours succeeds.

Lightning Cast: BA Goals Revisited

5 min

Building on last year's episode about BA performance goals, we discuss how to choose the right goals and achieve them. The post Lightning Cast: BA Goals Revisited appeared first on Mastering Business Analysis.

MBA205: Beyond Data Literacy

25 min

Lori Silverman helps us get real value from data by developing core competence and creating the culture needed to support collaborative data-informed decision making. The post MBA205: Beyond Data Literacy appeared first on Mastering Business Analysis.

MBA204: Top Skills for 2020

9 min

LinkedIn's list of the 15 most in-demand skills includes business analysis and a many skills that are critical to your success. The post MBA204: Top Skills for 2020 appeared first on Mastering Business Analysis.

MBA203: Career Insurance

27 min

David Mantica shares ways to protect yourself from layoffs and prepare for career advancement. The post MBA203: Career Insurance appeared first on Mastering Business Analysis.

Yes, Virginia, There Are BAs in Agile

4 min

Holiday Episode: In the style of the 1897 New York Sun editorial, a grown up Virginia asks if there are Business Analysts in Agile. The post Yes, Virginia, There Are BAs in Agile appeared first on Mastering Business Analysis.

MBA202: Business Value Analysis

26 min

David Mantica helps overcome one of the biggest challenges facing organizations today - understanding value and building the right solution. The post MBA202: Business Value Analysis appeared first on Mastering Business Analysis.

MBA201: Tips From an Accidental Product Owner

18 min

Richard Larson shares his experiences as an accidental Product Owner and provides tips and advice for others moving toward a role in Product Ownership. The post MBA201: Tips From an Accidental Product Owner appeared first on Mastering Business Analysis.

MBA199: The Future of the BA Profession

19 min

Kevin Brennan discusses how the world of work is changing and how Business Analysts need to adapt. The post MBA199: The Future of the BA Profession appeared first on Mastering Business Analysis.

MBA198: DevOps – What it Means for BAs

22 min

Michael Roberts helps us understand what DevOps is and how it affects the role of Business Analysts. The post MBA198: DevOps – What it Means for BAs appeared first on Mastering Business Analysis.

MBA197: Making Change Fun

15 min

Lora McCoy discusses how to shift the psychological response to change and help stakeholders adapt and adopt the change. The post MBA197: Making Change Fun appeared first on Mastering Business Analysis.

MBA196: Customer Journey Treasure Hunting

21 min

Vince Mirabelli shares some practical, how-to approaches to developing empathy, mapping the customer journey, and finding business process improvement opportunities along the way. The post MBA196: Customer Journey Treasure Hunting appeared first on Mastering Business Analysis.

MBA195: Example Mapping

19 min

Kent McDonald shares his thoughts about what you need to know about Agile and how to use Example Mapping; a technique to create a shared understanding. The post MBA195: Example Mapping appeared first on Mastering Business Analysis.

MBA194: Start Your Project Off Right

21 min

Adrian Reed shares approached for successfully initiating projects and stakeholder management The post MBA194: Start Your Project Off Right appeared first on Mastering Business Analysis.

MBA193: About Your Career

35 min

Ryland Leyton shares tips and advice from his new book to help you find the right job and grow in your career. The post MBA193: About Your Career appeared first on Mastering Business Analysis.

Lightning Cast: Story Estimation – What’s the Point?

8 min

Explore the use (and misuse) of story point estimation and discover the right way to estimate stories. The post Lightning Cast: Story Estimation – What’s the Point? appeared first on Mastering Business Analysis.

Lightning Cast: Requirements Rot

5 min

Is your project suffering from requirements rot? As time passes between requirements elicitation and delivery, your requirements will become unusable. The post Lightning Cast: Requirements Rot appeared first on Mastering Business Analysis.

MBA192: The Blight of Product Debt

32 min

Product debt can slow the delivery, erode customer value, and make it difficult to innovate. Here are the different types of product debt and what you can do about it. The post MBA192: The Blight of Product Debt appeared first on Mastering Business Analysis.

Lightning Cast: The Power to Get Things Done

4 min

In this episode, we discuss the different kinds of power you can use to get things done within your team or across your organization. The post Lightning Cast: The Power to Get Things Done appeared first on Mastering Business Analysis.

MBA191: Use Cases in Agile

23 min

Use Cases aren't just for waterfall. Use Cases also work well in Agile an context and help address the challenges with User Stories. The post MBA191: Use Cases in Agile appeared first on Mastering Business Analysis.

Lightning Cast: AI – Can you be replaced by a machine?

5 min

80% of project tasks will be performed by AI by 2030. Will you lose your job to a machine? The post Lightning Cast: AI – Can you be replaced by a machine? appeared first on Mastering Business Analysis.

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