Lessons and Strategies
Getting Some Respect?
The funny thing is that if an analyst is successful, his work is invisible. An information system is just a tool that others use to get there work done. They always are concentrating on their work, the tool that does it is hardly noticed. [Link]
A Slow Moving Train Wreck
The rejection by the FBI of their new Virtual Case File software system - clearly this was caused by a failure of business analysis and change management on the project. It was called "a slow moving train wreck" by Senator Patrick Laehy, who's understandably upset about having to go back to the drawing board to fix it after spending so much time and money already. [Link]
WHY BUSINESS ANALYSIS CAN'T GO OVERSEAS
Business analysis and the resulting change management, still looks to be relatively secure. At least from outsourcing. Why? Because basically business analysis will always be low tech work. [Link]
LITTLE BOXES OF DATA
Sometimes the proper paradigm shift demanded by poor planning ten years ago is too much time and expense for the organization to handle. Eventually though, after it becomes painfully obvious to a critical mass of users, change happens. [Link]
Walk A Mile In Their Shoes
One of the things that's hardest for an implementation team is to get a handle on the day-to-day world that their users inhabit. Face it, you're a bit head and they are business people. They couldn't care less about how data is organized into related tables. As a Business Analyst though, you have to be able to bridge both worlds and bring them together. You are the link between the business and the bytes. [Link]
Getting on the Stakeholders Radar
Right now I'm on a project that just got pushed another two weeks behind schedule because a key stake holder, the sales manager who requested the software implementation in the first place, is dealing with a personal emergency. While I can relate to the personal impact of the situation, there wasn't enough planning on her part to designate a second in command who could make decisions or help with routine questions. [Link]
Integration's Not Just Another Word
One of the most overused words in the IT lexicon is "Integration." It's only four syllables long yet its implications are enormous. It's tossed around constantly in software demonstrations but very few business side managers understand the implications of this word, probably because the phrase it's usually heard in is "Integration's no problem with our product." [Link]
Fight For Your Right To - Train!
Cultivating management buy-in is important but nearly as important is cultivating the user buy-in. Your best opportunity to do this comes during your training sessions. [Link]
Goal Number One
The first and most important goal in Change Management: Get Management Buy In Get it first and get it solid and remember the Goal One Corollary: Keep Cultivating It. Nothing goes very far without management support of the project. [Link]
Welcome to Paradigm Shift
Ever have that feeling that you are trying to push a glacier uphill during an IT implementation, especially when it comes to getting the all important user adoption? Sometimes (it seems like every time!) development projects will run afoul of the old "this is how we've always done things" inertia at some point in the cycle. This blog is intended as a forum to share experiences and discuss strategies to help your team move that glacier forward to success. [Link]
Getting Some Respect?
The funny thing is that if an analyst is successful, his work is invisible. An information system is just a tool that others use to get there work done. They always are concentrating on their work, the tool that does it is hardly noticed. [Link]
A Slow Moving Train Wreck
The rejection by the FBI of their new Virtual Case File software system - clearly this was caused by a failure of business analysis and change management on the project. It was called "a slow moving train wreck" by Senator Patrick Laehy, who's understandably upset about having to go back to the drawing board to fix it after spending so much time and money already. [Link]
WHY BUSINESS ANALYSIS CAN'T GO OVERSEAS
Business analysis and the resulting change management, still looks to be relatively secure. At least from outsourcing. Why? Because basically business analysis will always be low tech work. [Link]
LITTLE BOXES OF DATA
Sometimes the proper paradigm shift demanded by poor planning ten years ago is too much time and expense for the organization to handle. Eventually though, after it becomes painfully obvious to a critical mass of users, change happens. [Link]
Walk A Mile In Their Shoes
One of the things that's hardest for an implementation team is to get a handle on the day-to-day world that their users inhabit. Face it, you're a bit head and they are business people. They couldn't care less about how data is organized into related tables. As a Business Analyst though, you have to be able to bridge both worlds and bring them together. You are the link between the business and the bytes. [Link]
Getting on the Stakeholders Radar
Right now I'm on a project that just got pushed another two weeks behind schedule because a key stake holder, the sales manager who requested the software implementation in the first place, is dealing with a personal emergency. While I can relate to the personal impact of the situation, there wasn't enough planning on her part to designate a second in command who could make decisions or help with routine questions. [Link]
Integration's Not Just Another Word
One of the most overused words in the IT lexicon is "Integration." It's only four syllables long yet its implications are enormous. It's tossed around constantly in software demonstrations but very few business side managers understand the implications of this word, probably because the phrase it's usually heard in is "Integration's no problem with our product." [Link]
Fight For Your Right To - Train!
Cultivating management buy-in is important but nearly as important is cultivating the user buy-in. Your best opportunity to do this comes during your training sessions. [Link]
Goal Number One
The first and most important goal in Change Management: Get Management Buy In Get it first and get it solid and remember the Goal One Corollary: Keep Cultivating It. Nothing goes very far without management support of the project. [Link]
Welcome to Paradigm Shift
Ever have that feeling that you are trying to push a glacier uphill during an IT implementation, especially when it comes to getting the all important user adoption? Sometimes (it seems like every time!) development projects will run afoul of the old "this is how we've always done things" inertia at some point in the cycle. This blog is intended as a forum to share experiences and discuss strategies to help your team move that glacier forward to success. [Link]
Getting Some Respect?
The funny thing is that if an analyst is successful, his work is invisible. An information system is just a tool that others use to get there work done. They always are concentrating on their work, the tool that does it is hardly noticed. [Link]
A Slow Moving Train Wreck
The rejection by the FBI of their new Virtual Case File software system - clearly this was caused by a failure of business analysis and change management on the project. It was called "a slow moving train wreck" by Senator Patrick Laehy, who's understandably upset about having to go back to the drawing board to fix it after spending so much time and money already. [Link]
WHY BUSINESS ANALYSIS CAN'T GO OVERSEAS
Business analysis and the resulting change management, still looks to be relatively secure. At least from outsourcing. Why? Because basically business analysis will always be low tech work. [Link]
LITTLE BOXES OF DATA
Sometimes the proper paradigm shift demanded by poor planning ten years ago is too much time and expense for the organization to handle. Eventually though, after it becomes painfully obvious to a critical mass of users, change happens. [Link]
Walk A Mile In Their Shoes
One of the things that's hardest for an implementation team is to get a handle on the day-to-day world that their users inhabit. Face it, you're a bit head and they are business people. They couldn't care less about how data is organized into related tables. As a Business Analyst though, you have to be able to bridge both worlds and bring them together. You are the link between the business and the bytes. [Link]
Getting on the Stakeholders Radar
Right now I'm on a project that just got pushed another two weeks behind schedule because a key stake holder, the sales manager who requested the software implementation in the first place, is dealing with a personal emergency. While I can relate to the personal impact of the situation, there wasn't enough planning on her part to designate a second in command who could make decisions or help with routine questions. [Link]
Integration's Not Just Another Word
One of the most overused words in the IT lexicon is "Integration." It's only four syllables long yet its implications are enormous. It's tossed around constantly in software demonstrations but very few business side managers understand the implications of this word, probably because the phrase it's usually heard in is "Integration's no problem with our product." [Link]
Fight For Your Right To - Train!
Cultivating management buy-in is important but nearly as important is cultivating the user buy-in. Your best opportunity to do this comes during your training sessions. [Link]
Goal Number One
The first and most important goal in Change Management: Get Management Buy In Get it first and get it solid and remember the Goal One Corollary: Keep Cultivating It. Nothing goes very far without management support of the project. [Link]
Welcome to Paradigm Shift
Ever have that feeling that you are trying to push a glacier uphill during an IT implementation, especially when it comes to getting the all important user adoption? Sometimes (it seems like every time!) development projects will run afoul of the old "this is how we've always done things" inertia at some point in the cycle. This blog is intended as a forum to share experiences and discuss strategies to help your team move that glacier forward to success. [Link]
Getting Some Respect?
The funny thing is that if an analyst is successful, his work is invisible. An information system is just a tool that others use to get there work done. They always are concentrating on their work, the tool that does it is hardly noticed. [Link]
A Slow Moving Train Wreck
The rejection by the FBI of their new Virtual Case File software system - clearly this was caused by a failure of business analysis and change management on the project. It was called "a slow moving train wreck" by Senator Patrick Laehy, who's understandably upset about having to go back to the drawing board to fix it after spending so much time and money already. [Link]
WHY BUSINESS ANALYSIS CAN'T GO OVERSEAS
Business analysis and the resulting change management, still looks to be relatively secure. At least from outsourcing. Why? Because basically business analysis will always be low tech work. [Link]
LITTLE BOXES OF DATA
Sometimes the proper paradigm shift demanded by poor planning ten years ago is too much time and expense for the organization to handle. Eventually though, after it becomes painfully obvious to a critical mass of users, change happens. [Link]
Walk A Mile In Their Shoes
One of the things that's hardest for an implementation team is to get a handle on the day-to-day world that their users inhabit. Face it, you're a bit head and they are business people. They couldn't care less about how data is organized into related tables. As a Business Analyst though, you have to be able to bridge both worlds and bring them together. You are the link between the business and the bytes. [Link]
Getting on the Stakeholders Radar
Right now I'm on a project that just got pushed another two weeks behind schedule because a key stake holder, the sales manager who requested the software implementation in the first place, is dealing with a personal emergency. While I can relate to the personal impact of the situation, there wasn't enough planning on her part to designate a second in command who could make decisions or help with routine questions. [Link]
Integration's Not Just Another Word
One of the most overused words in the IT lexicon is "Integration." It's only four syllables long yet its implications are enormous. It's tossed around constantly in software demonstrations but very few business side managers understand the implications of this word, probably because the phrase it's usually heard in is "Integration's no problem with our product." [Link]
Fight For Your Right To - Train!
Cultivating management buy-in is important but nearly as important is cultivating the user buy-in. Your best opportunity to do this comes during your training sessions. [Link]
Goal Number One
The first and most important goal in Change Management: Get Management Buy In Get it first and get it solid and remember the Goal One Corollary: Keep Cultivating It. Nothing goes very far without management support of the project. [Link]
Welcome to Paradigm Shift
Ever have that feeling that you are trying to push a glacier uphill during an IT implementation, especially when it comes to getting the all important user adoption? Sometimes (it seems like every time!) development projects will run afoul of the old "this is how we've always done things" inertia at some point in the cycle. This blog is intended as a forum to share experiences and discuss strategies to help your team move that glacier forward to success. [Link]
Getting Some Respect?
The funny thing is that if an analyst is successful, his work is invisible. An information system is just a tool that others use to get there work done. They always are concentrating on their work, the tool that does it is hardly noticed. [Link]
A Slow Moving Train Wreck
The rejection by the FBI of their new Virtual Case File software system - clearly this was caused by a failure of business analysis and change management on the project. It was called "a slow moving train wreck" by Senator Patrick Laehy, who's understandably upset about having to go back to the drawing board to fix it after spending so much time and money already. [Link]
WHY BUSINESS ANALYSIS CAN'T GO OVERSEAS
Business analysis and the resulting change management, still looks to be relatively secure. At least from outsourcing. Why? Because basically business analysis will always be low tech work. [Link]
LITTLE BOXES OF DATA
Sometimes the proper paradigm shift demanded by poor planning ten years ago is too much time and expense for the organization to handle. Eventually though, after it becomes painfully obvious to a critical mass of users, change happens. [Link]
Walk A Mile In Their Shoes
One of the things that's hardest for an implementation team is to get a handle on the day-to-day world that their users inhabit. Face it, you're a bit head and they are business people. They couldn't care less about how data is organized into related tables. As a Business Analyst though, you have to be able to bridge both worlds and bring them together. You are the link between the business and the bytes. [Link]
Getting on the Stakeholders Radar
Right now I'm on a project that just got pushed another two weeks behind schedule because a key stake holder, the sales manager who requested the software implementation in the first place, is dealing with a personal emergency. While I can relate to the personal impact of the situation, there wasn't enough planning on her part to designate a second in command who could make decisions or help with routine questions. [Link]
Integration's Not Just Another Word
One of the most overused words in the IT lexicon is "Integration." It's only four syllables long yet its implications are enormous. It's tossed around constantly in software demonstrations but very few business side managers understand the implications of this word, probably because the phrase it's usually heard in is "Integration's no problem with our product." [Link]
Fight For Your Right To - Train!
Cultivating management buy-in is important but nearly as important is cultivating the user buy-in. Your best opportunity to do this comes during your training sessions. [Link]
Goal Number One
The first and most important goal in Change Management: Get Management Buy In Get it first and get it solid and remember the Goal One Corollary: Keep Cultivating It. Nothing goes very far without management support of the project. [Link]
Welcome to Paradigm Shift
Ever have that feeling that you are trying to push a glacier uphill during an IT implementation, especially when it comes to getting the all important user adoption? Sometimes (it seems like every time!) development projects will run afoul of the old "this is how we've always done things" inertia at some point in the cycle. This blog is intended as a forum to share experiences and discuss strategies to help your team move that glacier forward to success. [Link]