Index
A
action (active listening), 63
active listening, 63–64
adjourning stage (team development), 43, 48
architects lead, 10, 53
role in project teams, 15–16
The Art and Power of Facilitation, 39, 51
B
BABOK™ Guide, 113–114
BACoE (business analysis center of excellence)
benefits, 93
implementation best practices, 107–116
implementation considerations, 105–107
organizational maturity considerations, 105
organizational positioning considerations, 103–105
overview, 84, 94–96
providing organizational value, 118–119
scope considerations, 96–103
typical organization, 117
BACoE Business Plan/Operations Guide, 116
Bank of Montreal (BMO), 95–96
Barret, Kathleen, 95
benefits management, 97, 101
Bolles, Dennis, 103
BSLC (business solution life cycle)
business analyst’s role, 29–36
model depicted, 28
Building Project Management Centers of Excellence (Bolles), 103
business analysis center of excellence. See BACoE
The Business Analyst as Strategist, 10, 21, 30
business analysts areas of attention for, 19–20
career paths for, 86–87, 99, 124–125
carving out leadership role, 81–89
as change agents, 20–22
credibility and, 23–24
organizational maturity model, 87–88
politics and power struggles, 70
project management leadership model, 10–12
role during team development, 44–45
role in BSLC, 29–36
role in communications, 57–67
skill requirements for, 84–85
team-building requirements, 53–54
team development leadership roles, 49–53
as visionaries, 23
business-oriented stakeholders, 74–76
business solution life cycle (BSLC) business analyst’s role, 29–36
model depicted, 28
business transformation, 5–7, 21, 40
business visionaries best team-building practices, 53
business analyst as, 23
role in project teams, 9, 15–16
C
Capability Maturity Model® Integration (CMMI), 113
career paths, 86–87, 99
Carnegie Mellon University, 6
centers of excellence (CoE), 91–94.
See also BACoE change agents, 20–22
Clemmer, Jim, 55
CMMI (Capability Maturity Model® Integration), 113
coaching role, 51–52, 99
CoE (centers of excellence), 91–94, 115–116. See also BACoE
collaboration in communication plan, 66
project success and, 15
in stakeholder identification, 72
during team development, 46
team development leadership role, 52–53
team leadership and, 39
communications active listening in, 63–64
best team-building practices, 54
building blocks for, 58–59
for buy-in, 110
miscommunication during, 64–65
receiver in, 62
sender in, 58–62
with stakeholders, 65–66, 77
tailoring for preferences and styles, 61–62
during team development, 46
CompassBA/PM™ OMM, 112–114
competency assessments, 121–122
competency groups, 13
configuration management, 10
confirmation (active listening), 63–64
conflict management communication and, 58–59
during team development, 45–46, 51
consensus building role, 39, 51
construction phase (BSLC) business analyst’s role in, 32–33
deliverables for, 28
consultant role, 52, 94
cost management, 9
credibility, 23–24
customer relationship management, 69–78, 84
D
decision-making role, 49
decryption (communications), 58, 61
deliverables in BSLC model, 27–28
delivery phase (BSLC), 28, 33–34
dependency management, 78, 110
design phase (BSLC), 28, 30–32
E
encryption (communications), 58, 61
enterprise analysis phase (BSLC), 28–30, 101
executive sponsorship, 109
F
forming stage (team development), 43–45, 49
Forrester Research, 6
G
Gartner, 6
Getting It Right, 21, 32
governance centralized, 102
CoE planning, 93, 95, 115
full-cycle, 98, 100, 102
organizational readiness assessment, 112
typical BACoE organization, 117
H
Hadden, Rita Chao, 21
Harnessing the Power of Teams (Clemmer), 55
The Heart of Change (Kotter), 109
Hewlett-Packard (HP), 92–93
I
IBM, 93–94
IIBA (International Institute of Business Analysis)
BABOK™ Guide, 113
Bank of Montreal and, 95
leadership development and, 82
overview, 89
volunteering with, 84
implementation (BACoE) organizational best practices, 107–116
organizational considerations, 105–107
Information Technology Infrastructure Library (ITIL), 102
intent (communications) of active listening, 63
defined, 58
of sender, 59–60
International Institute of Business Analysis. See IIBA
International Standards Organization (ISO), 95–96
ITIL (Information Technology Infrastructure Library), 102
IT Service Management (ITSM), 102
K
Katzenbach, Jon, 41–42
knowledge and skill requirements BACoE on, 113–114
for business analysts, 84–85
for business analysts during team development, 49–53
for business analysts in BSLC, 29–36
for communication, 64–65
for project leaders, 13–14, 84–85
for project managers, 40, 84–85
for team leaders, 39
Kolb, David C., 49–50
Kotter, John P., 20, 109
L
lead architect, 10, 53
leaders/leadership. See also project leaders; team leadership business-savvy, 83
comparing roles, 7–8
credibility of, 23–24
defined, 3–4, 7
developing, 82
management versus, 7–8
opportunities for, 84
technically savvy, 83
twenty-first century, 4–5
locus of control, 124
M
leadership versus, 7–8
team leadership versus, 39
Mead, Margaret, 40
mediation role, 51
medium (communications) defined, 58
of sender, 60–61
meeting management, 51, 54
mentoring role BACoE and, 99
leadership development via, 82
team development leadership role, 51–52
message (communications) defined, 58
from sender, 60
Meta Group, 6
miscommunication, 64–65
mission statement, 107–110
Monster.com, 89
N
networking, 82
norming stage (team development), 43, 46–47, 49
O
operations & maintenance phase (BSLC), 28, 35–36
organizational culture, 70–71
organizational maturity, 87–88, 105, 112–113
organizational positioning, 103–105
organizational readiness assessment, 111–112
organizational transformation, 5–7, 21, 40
P
performing stage (team development), 43, 47, 49
PMBOK® Guide, 72, 113–114
PMCoE (project management CoE), 93
PMO (project management office), 92, 102
politics, 70–72, 109
product development, 40–41
professional organizations, 82
project leaders best team-building practices, 54
business analyst as, 19–25
career paths for, 86–87, 124–125
comparing leadership roles, 7–8
competency groups, 13
core project teams and, 15–16
indispensable skills, 9–10
knowledge and skill requirements, 13–14, 84–85
politics and power struggles, 70
project management leadership model, 10–12
role during team development, 44–45
stakeholder identification, 72
tools and techniques for, 10
project management CoE (PMCoE), 93
Project Management Institute, 40
project management leadership model, 10–14
project management office (PMO), 92, 102
project managers best team-building practices, 53
career paths for, 86–87
comparing leadership roles, 7–8
organizational maturity model, 87–88
as profession of choice, 40
project management leadership model, 10–12
role during team development, 44–45
role in project teams, 15–16
skill requirements, 84–85
stakeholder identification, 72
traditional team configuration, 9–10
project-oriented stakeholders, 74–76
projects organizational maturity model, 87–88
purpose of, 10–11
twenty-first century, 5–7
project teams core configuration, 15–16
customer relationship management, 71–72
dependency owners on, 78
indispensable skills for, 9–10
power of, 10–12
project management leadership model, 12
traditional configuration, 9
Q
quality control, 9
R
Rational Unified Process (RUP), 102
receiver (communications), 58, 62
requirements phase (BSLC), 28, 30–32
RUP (Rational Unified Process), 102
S
SAP America, Inc., 94–95
schedule management, 9
Schwarzkopf, H. Norman, 3
scope management, 10, 15
SEI Capability Maturity Model® Integration (CMMI), 113
self-efficacy, 124
sender (communications), 58–62
service-oriented architecture (SOA), 92–93, 102
skill requirements. See knowledge and skill requirements Smith, Douglas, 41–42
SOA (service-oriented architecture), 92–93, 102
Software Engineering Institute, 6
solution delivery phase (BSLC), 28,
33–34
solution value, 71
stakeholders best management practices, 77–78
categorizing, 74–77
communication with, 65–66, 77
defined, 72
identifying, 69, 72–74
involving, 70–71
managing problems of, 84
power and politics, 69–72
The Standish Group International, Inc., 6
Stewart, Thomas, 40
storming stage (team development), 43, 45–46, 49
strategic planning phase (BSLC), 28–30
subject matter experts, 15, 54
sustainable solutions, 71
T
TCO (total cost of ownership), 101
team development BACoE and, 99
best team-building practices, 53–54
leadership roles during, 49–53
stages of, 42–49
traversing, 48–49
team leadership best team-building practices, 53–54
management versus, 39
role(s) during team development, 45–47, 49-53
success and, 4
teams. See also project teams dynamics of power in, 48–49
forming BACoE, 116, 119
power of, 40–42
quick assessment, 55
technical leads effectiveness of, 39
project managers as, 10
stakeholder identification, 72
test phase (BSLC), 28, 32–33 3M, 41
total cost of ownership (TCO), 101
Toyota Motor Corporation, 41
training, 82, 99, 123
trustworthiness, 24, 49
Tuckman, Bruce, 43
U
Unearthing Business Requirements, 21, 32
unidentified stakeholders, 76–77
V
Vander Horst, Richard, 37
vision, defining, 107–110
volunteering, 82, 84
W
The Wisdom of Teams (Katzenbach and Smith), 41
Z
Ziemski, Kimi, 37, 43, 58