Leading Innovation through Enterprise through Enterprise

AnalysisJonathan Nituch

Agenda

• Nature of Innovation

• Enterprise Analysis Theory

• Innovation Myths

Leadership • Leadership

• EA Methodology

• Results and Pitfalls

• Questions

Learning Outcomes

1. Identify the components of an environment for innovation.

2. State the definition of enterprise analysis, portfolio management, and analysis, portfolio management, and strategic planning.

3. Describe leadership as defined through understanding of needs.

4. Employ a 5-step methodology to lead innovation through enterprise analysis.

Innovation

Innovation is a Creative Enterprise

*NEW* Ideas

*NEW* Approaches

*NEW* Takes

Innovation in Business Context

• “New” means change

• Theory

– Strategic Planning

– Project Portfolio Management– Project Portfolio Management

– Enterprise Analysis

• What changes to enact?

Strategic Planning

Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. – wikipediahttp://en.wikipedia.org/wiki/Strategic_planning

Project Portfolio Management

… includes identifying, prioritizing, authorizing, managing, and controlling projects, programs and other related work, to achieve other related work, to achieve specific strategic business objectives.

– PMBOK pg. 9

Enterprise Analysis

Describes the business analysis activities necessary to identify a business need, problem, or opportunity, define the nature of a opportunity, define the nature of a solution that meets that need, and justify the investment necessary to deliver that solution.

– BABOK pg. 81

Identify Need

Determine Solution

Innovation

Project Timeline

Who is Responsible for Innovation?

• Innovation is R&D, something other people do

• Sit in cubicle and hope, sit in corner office and hopeoffice and hope

Myth #1: Innovation is Only About Products

• It is also systems, process, and people: structural and human capital

• What about your corner of the world?

Myth #2: Innovation Comes for Above

Upper management will not produce all will not produce all of the innovation that you need.

Levels of Innovation

Organi-zational

Program View

Project View

Levels of Innovation/Strategy

Organizational View

Strategy

People

Program ViewPeople

Process

Data

Requirement

Strategy

People

Process

Data

Requirement

Strategy People Process Data Requirement

Project View

Take Ownership

Make innovation in your world yourresponsibility.

Artists

Experience

Images from Wikipedia

Inspiration

Innovation

CollaborationContext

Innovation Requires an Environment

Experience

Innovation

CollaborationContext

Leadership

Structure

Leadership

• Popularity of leadership

• A great leader is easy to recognize, but to recognize, but difficult to define.

• Leaders are able to mobilize people through their influence.

Types of Leaders

Dictator Collaborator

Leadership Defined

“A superlatively endowed individual who can articulate the needs of the people.” - unknown

– Servant Leader– Servant Leader

– Business Analyst

Innovation Requires an Environment

Experience

Innovation

CollaborationContext

Leadership

Structure

Fortress Methodology Attributes

• Lightweight

• Bottom up

• Suitable for any level

Methodology Steps

1. Document Processes

2. Identify Process Gaps

3. Brainstorm Solutions

4. Determine the Solutions’ Payoff4. Determine the Solutions’ Payoff

5. Implement the Change

Step #1 Document Processes

As a group, document the current state business processes in diagram form.

– The process owner will diagram and – The process owner will diagram and explain how the process works.

– The diagram should be clear and detailed enough that all employees understand how the process works.

Step #2 Identify Process Gaps and Excesses

Identify all perceived areas of improvement (process gaps)

– All employees are welcome to comment on the process’ strengths and weaknesses.

– Customers, vendors and partners must be heard by advocacy or representation.heard by advocacy or representation.

– Identification of gaps should not be viewed as an attack. We are all trying to make the company better.

– The value of each step in the existing process needs to be evaluated.

– Best practices of other companies should be considered.

Step #3 Brainstorm Solutions

As a group, consider the identified process excesses and gaps.

– What solutions could be applied to the gap or excess?gap or excess?

– At this point, we are not evaluating the cost or effort involved in the solution. This is a creative exercise.

Step #4 Determine the Solutions’ Payoff

Each solution will be slotted into the following matrix:

Easy to Achieve

Difficult to AchieveAchieve to Achieve

High Benefits 1 2Low

Benefits 3 4

Step #5 Implement the Change

•Small changes may be as simple as following a new step in the process.

•Larger changes will require internal projects to complete.projects to complete.

Innovation Results

Experience

Innovation

CollaborationContext

PitfallsGround Rules ConflictEngagement

Collaborative Leader/Facilitator

Results: Efficiency

• Documented processes

• Understand other processes

• Empathize

Other Results: Quality

• Thinking about org/group

• Thinking about each other

• Benefit of the SME experience

Managers: will learn more about • Managers: will learn more about their unit

New Life Cycle

Stakeholder Involvement

• Morale effects:

– buy in to ideas

– let go of ideas

• Helping to chart course• Helping to chart course

• They have a voice

Project Footing

• Buy-in to change

• Context

Review

1. Definition EA, PPM, Strategic Planning

2. Project Lifecycle and Engagement

3. Environment for Innovation

4. Leadership through understanding of 4. Leadership through understanding of needs.

5. Methodology: lightweight, bottom up, suitable for any level

6. Pitfalls

7. Results

Questions

How can a BA get started?

• You can’t do this alone.

• Leverage your stakeholders.

• http://www.thebacoach.com/• http://www.thebacoach.com/enterprise-analysis-tips-to-get-started-babok-5-0/

Where can I manage this data?

• inteGREAT

–One Truth

–Project Footing–Project Footing

• http://www.edevtech.com/

Who can I use for a facilitator?

Fortress Technology Planners: www.ftpinc.ca

Final Thoughts