Last 2 weeks, India witnessed an unprecedented nonviolent & peaceful agitation to pursue government and parliament to enact an anti corruption law. It involved one man, a Gandhian, named "Anna Hazare" going on fast demanding immediate enactment of the law. Thousands across India supported & participated in the agitation. As the health of the fasting 74 year old Anna deteriorated government, parliament and representatives of the so called "civil society" worked together to resolve the impasse. While, the law has not yet been enacted, On Aug 27, 2011, 2 houses of the parliament passed a resolution unanimously to enact a strong anti corruption law. This has been now considered a historic day by many. While others, although in minority feel that the agitation and means adopted to pursue the government and parliamentarians were undemocratic. Those who have opposed and criticised the movement have not provided answers as to how people at large can be involved in democratic process going beyond voting in elections once in 5 years.
To my mind, the biggest ill with the largest democracy in the world is that it is not as participatory as it should be. Having said so, I have lot of questions. What is participatory democracy? Does participatory democracy mean voting once in 5 years alone? What are the elements or aspects of democracy in which people can participate? What are legitimate, constructive, and decentralized ways by which people at large can be involved in policy making making process? Will such a process be feasible,effective and efficient? Can Information Technology play a role to make participatory democracy a reality?
I never thought that political science could be so interesting. I am not a student of political science. But I must say that it is the right time to be a student of political science. If we feel that recent agitation involving scores of citizens across India was not democratic, then we must find & come up with ways & means by which citizens can be enabled to participate in democratic processes in democratic ways.
Interestingly, when I googled on participatory democracy, Google threw up a Wikipedia page on participatory democracy: http://en.wikipedia.org/wiki/Participatory_democracy
I also came across at least 3 initiatives where citizens are or are being involved in framing the consitution:
* Iceland crowdsources its next constitution
* Egypt's Watiqah (Basic Document) for human rights principles to be enshrined in constitution
* Morocco's crowdsourcing initiative for consitituional ammendments
While Democracy 2.0 is much beyond crowdsourcing, I feel it is time for Democracy 2.0.
Showing posts with label Sidewalk. Show all posts
Showing posts with label Sidewalk. Show all posts
Sunday, August 28, 2011
Sunday, December 20, 2009
Sidewalk: Do BAs need to have domain knowledge?
I always thought that the answer to this question was very obvious! A big YES! But a recent discussion on IIBA group on LinkedIn generated mixed responses. In fact a large number of respondents felt that business analysis method and tools were more important than the domain knowledge.
In my opinion, Business Domain knowledge alone may not guarantee success to a business analyst but lack of it would certainly make his / her job difficult. And the same argument holds good for Business Analysis method. And this is because Business Analysis is as much an individual skill as it is a science.
While there seems to be no debate on the need to know Business Analysis method, I thought I should elaborate my points in favour of domain knowledge. For that I would like to start with the definition of Business Analyst (BA) role is.
Primary role of the BA is to provide business solutions (with or without involving technology) to business issues, by assessing buisness problems, and identifying root causes. The success of the BA role lies in the benefit that the solution provides to the business either in terms of savings in costs, improvement in productivity, increase in revenues and so on. BA should also be able to provide measurement framework so that effectiveness of solutions can be monitored and further improved upon.
Most of the time BA role is misunderstood as Project Managers, System Analysts (IT System designers, etc., in which cases domain knowledge may not be as important as the method.
Now some of the reasons why Domain knowledge is important:
#1 - Domain knowledge makes easier for BA to connect with Business Users
In order to understand business problems, BA is expected to interact with business users to map business processes, gather business data, discuss their analysis and findings, etc. A number of bsuiness users get extemely frustrated if business analysts ask basic questions about the business as to what (rahter than how and why) the business happens. For example, in an assignment to improve New Business Process cycle time in life insurance, Business Analyst cannot be expected to ask questions such as What is term insurance, What is ULIP, What is underwriting, Whether a pension plan requires underwriting. Such basic questions would lead to loss of credibility of the BA with the users and hence the solution that is being proposed.
#2 - Lack of Domain knowledge may lead to delays in providing the solution
BA may spend most of his / her time understanding the basics of business rather than spending time in carrying out the actual business analysis work of mapping business processes, collecting & analysing business data, and so on.
#3 - Domain knowledge makes understanding and analysing business issues a lot easier
Domain knowledge may help BAs to quickly identify the real business issues and real root causes rather than getting bogged down by peripheral issues and root cuases. This may help the BA to offer better and quality solutions to business users.
In summary, domain knowledge is not a replacement to Business Analysis method. Method may be a necessary condition but certainly not a sufficient condition to be a good Business Analyst.
In my opinion, Business Domain knowledge alone may not guarantee success to a business analyst but lack of it would certainly make his / her job difficult. And the same argument holds good for Business Analysis method. And this is because Business Analysis is as much an individual skill as it is a science.
While there seems to be no debate on the need to know Business Analysis method, I thought I should elaborate my points in favour of domain knowledge. For that I would like to start with the definition of Business Analyst (BA) role is.
Primary role of the BA is to provide business solutions (with or without involving technology) to business issues, by assessing buisness problems, and identifying root causes. The success of the BA role lies in the benefit that the solution provides to the business either in terms of savings in costs, improvement in productivity, increase in revenues and so on. BA should also be able to provide measurement framework so that effectiveness of solutions can be monitored and further improved upon.
Most of the time BA role is misunderstood as Project Managers, System Analysts (IT System designers, etc., in which cases domain knowledge may not be as important as the method.
Now some of the reasons why Domain knowledge is important:
#1 - Domain knowledge makes easier for BA to connect with Business Users
In order to understand business problems, BA is expected to interact with business users to map business processes, gather business data, discuss their analysis and findings, etc. A number of bsuiness users get extemely frustrated if business analysts ask basic questions about the business as to what (rahter than how and why) the business happens. For example, in an assignment to improve New Business Process cycle time in life insurance, Business Analyst cannot be expected to ask questions such as What is term insurance, What is ULIP, What is underwriting, Whether a pension plan requires underwriting. Such basic questions would lead to loss of credibility of the BA with the users and hence the solution that is being proposed.
#2 - Lack of Domain knowledge may lead to delays in providing the solution
BA may spend most of his / her time understanding the basics of business rather than spending time in carrying out the actual business analysis work of mapping business processes, collecting & analysing business data, and so on.
#3 - Domain knowledge makes understanding and analysing business issues a lot easier
Domain knowledge may help BAs to quickly identify the real business issues and real root causes rather than getting bogged down by peripheral issues and root cuases. This may help the BA to offer better and quality solutions to business users.
In summary, domain knowledge is not a replacement to Business Analysis method. Method may be a necessary condition but certainly not a sufficient condition to be a good Business Analyst.
Sunday, September 06, 2009
Sidewalk: Buzz on Business Analysis
In the last few months, I have been extremely busy with the launch of our start-up venture and have been guilty of not blogging! Probably, I am not managing my time as well as I should have been. But hopefully, now on, I will be regular!
While I have been working on an exciting project, I have also been associated with an initiative to launch Mumbai Chapter of IIBA - International Institute of Business Analysis. This initiative was started with a couple volunteers like me approaching IIBA to start the chapter in Mumbai and IIBA giving their nod. However, the initiative got a big boost when Prof Pradeep Pendse, Dean of IT and Business Design, Welingkar Institute, Mumbai agreed to join the group. We had our first chapter meeting in May and the response we received was impressive. We plan to host our 2nd meeting in the 2nd fortnight of September. So in case you are in Mumbai, please do join us. You can track us at: http://mumbaiin.theiiba.org.
We have also set-up on-line communities on Yahoogroups.com and LinkedIn.com. To join at:
1. Yahoogroups.com: send a blank email to mumbaibas-subscribe@yahoogroups.com This e-mail address is being protected from spambots. You need JavaScript enabled to view it
2. Linkedin.com: search for Mumbai Business Analysts group in group directory and follow the instructions stated on the group homepage to join the group.
Business Analyst world is buzzing with action. The community is also getting attention and acknowledgment from within the IT industry! With IIBA pushing the issue, I am sure Busienss Analyst will no longer be a strange animal that my HR Head once addressed to Business Analysts in my previous company. IIBA has developed a Body of Knowledge on Business Analysis and also offers a certification - CBAP (Certified Business Analysis Professional). While there are institutions such as IIBA, which are working for the cause of Business Analysis, there are indivual efforts too!
Prof Pendse himself has done a lot of work in the area of Business Analysis and has authored a book. This will be most probably the first ever book written on Business Analysis. To know more about his book, click here.
While I have been working on an exciting project, I have also been associated with an initiative to launch Mumbai Chapter of IIBA - International Institute of Business Analysis. This initiative was started with a couple volunteers like me approaching IIBA to start the chapter in Mumbai and IIBA giving their nod. However, the initiative got a big boost when Prof Pradeep Pendse, Dean of IT and Business Design, Welingkar Institute, Mumbai agreed to join the group. We had our first chapter meeting in May and the response we received was impressive. We plan to host our 2nd meeting in the 2nd fortnight of September. So in case you are in Mumbai, please do join us. You can track us at: http://mumbaiin.theiiba.org.
We have also set-up on-line communities on Yahoogroups.com and LinkedIn.com. To join at:
1. Yahoogroups.com: send a blank email to mumbaibas-subscribe@yahoogroups.com This e-mail address is being protected from spambots. You need JavaScript enabled to view it
2. Linkedin.com: search for Mumbai Business Analysts group in group directory and follow the instructions stated on the group homepage to join the group.
Business Analyst world is buzzing with action. The community is also getting attention and acknowledgment from within the IT industry! With IIBA pushing the issue, I am sure Busienss Analyst will no longer be a strange animal that my HR Head once addressed to Business Analysts in my previous company. IIBA has developed a Body of Knowledge on Business Analysis and also offers a certification - CBAP (Certified Business Analysis Professional). While there are institutions such as IIBA, which are working for the cause of Business Analysis, there are indivual efforts too!
Prof Pendse himself has done a lot of work in the area of Business Analysis and has authored a book. This will be most probably the first ever book written on Business Analysis. To know more about his book, click here.
Sunday, March 22, 2009
Sidewalk: An electronic whitebaord and system implementation projects
Recently, we had an internal workshop to discuss the project plan for our start-up insurance venture in India. The facilitator of our workshop, who was coming from our overseas office requested an electronic whiteboard for the workshop. We procured the board and ensured that the board was installed at the site of the workshop on the previous evening. Hoping to impress our guest that in India things do work as planned, I reached the site on the day of workshop well ahead of our schedule. And guess what happened? The board we had procured was an interactive board, far more complex than the simple electronic board our guest had asked for. He was impressed with the features and functionality of the board, but sadly, it was too complex for him to use. Neither, any of us who procured the board nor those who were present in the workshop were trained to use the board. As a result, the board was hardly utilised during the workshop for the purpose that it was initially envisaged for.
Sounds familiar? I could not help but draw analogy between our board story and IT system implementation projects. This is what happens in a typical IT system implementation project. Due to urgency of the need or shortage of time, neither users not IT spend adequate time in requirement analysis. Then the software is developed / procured / implemented in a hurry without taking proper sign-offs, with incomplete testing and with even more inadequate end user training. End result: Users reject the system and the project fails to achieve its desired impact!
Sounds familiar? I could not help but draw analogy between our board story and IT system implementation projects. This is what happens in a typical IT system implementation project. Due to urgency of the need or shortage of time, neither users not IT spend adequate time in requirement analysis. Then the software is developed / procured / implemented in a hurry without taking proper sign-offs, with incomplete testing and with even more inadequate end user training. End result: Users reject the system and the project fails to achieve its desired impact!
Sunday, February 24, 2008
Sidewalk: Innovation is the flavour of the season!
In the last week, I attended two events, first IBM Forum 2008, a premier event held by IBM across major business capitals and second, Gartner CIO Summit. And surprisingly when I attended Gartner summit, which took place after IBM Forum, I couldn't help but experience deja vu feeling. There was a pattern. Innovation and Talent management were the topics discussed by many a speaker!
The most notable speaker at IBM Forum 2008 was Ginny Rometty, IBM's chief of global business services. Her speech centered around 3 key challenges for organizations today: Innovation, Globally Aware Talent, and Mindset. Interestingly, she observed that Business Model innovation is more important than pure product or service innovation. What that means is that innovations in Business and process models will bring about competitive advantage for organizations as product and services get commoditised.
Gartner India CIO summit held over two days in Mumbai had two primary themes: Business Alignment & Workforce, and Technology & Processes. During these two days, while there were few generic presentations on Technology Trends for 2008 & Beyond, there were few interesting sessions.
Frank Kern, IBM's Asia Pacific leader, shared his views on the forces shaping the next generation of global business, and the lessons emerging from leaders who make no distinction between their business strategy and the role of IT. His crisp and well received presentation had a strong under current of IBM's Innovation agenda. I had a question for Frank; what was more important - technology(BPM, SOA): that brings about flexibility & agility or rapid process of development (SDLC) - for high growth organizations today? Not surprisingly, he suggested that both were equally important.
Greta James, Research VP of Gartner, presented Gartner's BPM Maturity Model and addressed issues such as how should ogranizations assess their readiness for BPM, How should organizations plan for BPM initiatives and What the typical CSFs are for initiatives such as BPM.
Kathy Harris, VP & Distinguished Analyst of Gartner, made an excellent presentation on Application Maturity Model. She made an interesting point about system development process while responding to a query on the need for rapid and flexible system development approach. She quoted a European company's IT function that was required to bypass standard SDLC to deliver quickly so that the company could compete in a a highly competitive business environment. She seemed to be one of those rare western experts who viewed process as a means to an end and not the end by itself.
Andy Kyte, VP & Gartner Fellow, made a fantastic presentation on the changing software systems horizon, how the Big 4 - Microsoft, IBM, Oracle and SAP - are likely to play this game and how should user organizations evaluate the ecosystems from the Big 4.
Diane Morello, VP & Gartner Fellow, made an interesting presentation on identifying changing assumptions and practices that will put companies on the leading edge of the quest for talent.
These were interesting 3 days that gave me an opportunity to listen to some of the best minds in the industry. Like me, the event was attended mostly by the IT professionals. However, considering the high quality of these presentations and issues discussed, I strongly felt that audience of such conferences should have been my business colleagues rather than IT professionals alone.
The most notable speaker at IBM Forum 2008 was Ginny Rometty, IBM's chief of global business services. Her speech centered around 3 key challenges for organizations today: Innovation, Globally Aware Talent, and Mindset. Interestingly, she observed that Business Model innovation is more important than pure product or service innovation. What that means is that innovations in Business and process models will bring about competitive advantage for organizations as product and services get commoditised.
Gartner India CIO summit held over two days in Mumbai had two primary themes: Business Alignment & Workforce, and Technology & Processes. During these two days, while there were few generic presentations on Technology Trends for 2008 & Beyond, there were few interesting sessions.
Frank Kern, IBM's Asia Pacific leader, shared his views on the forces shaping the next generation of global business, and the lessons emerging from leaders who make no distinction between their business strategy and the role of IT. His crisp and well received presentation had a strong under current of IBM's Innovation agenda. I had a question for Frank; what was more important - technology(BPM, SOA): that brings about flexibility & agility or rapid process of development (SDLC) - for high growth organizations today? Not surprisingly, he suggested that both were equally important.
Greta James, Research VP of Gartner, presented Gartner's BPM Maturity Model and addressed issues such as how should ogranizations assess their readiness for BPM, How should organizations plan for BPM initiatives and What the typical CSFs are for initiatives such as BPM.
Kathy Harris, VP & Distinguished Analyst of Gartner, made an excellent presentation on Application Maturity Model. She made an interesting point about system development process while responding to a query on the need for rapid and flexible system development approach. She quoted a European company's IT function that was required to bypass standard SDLC to deliver quickly so that the company could compete in a a highly competitive business environment. She seemed to be one of those rare western experts who viewed process as a means to an end and not the end by itself.
Andy Kyte, VP & Gartner Fellow, made a fantastic presentation on the changing software systems horizon, how the Big 4 - Microsoft, IBM, Oracle and SAP - are likely to play this game and how should user organizations evaluate the ecosystems from the Big 4.
Diane Morello, VP & Gartner Fellow, made an interesting presentation on identifying changing assumptions and practices that will put companies on the leading edge of the quest for talent.
These were interesting 3 days that gave me an opportunity to listen to some of the best minds in the industry. Like me, the event was attended mostly by the IT professionals. However, considering the high quality of these presentations and issues discussed, I strongly felt that audience of such conferences should have been my business colleagues rather than IT professionals alone.
Sunday, June 10, 2007
Sidewalk: I hope you dance - revisited
Sometime back I had written about an inspiring song "I hope you dance" from Lee Ann Womack. The video is as beautiful as the lyrics. Enjoy.
Saturday, January 20, 2007
Sidewalk: Managing Technology The Deepak Ghaisas Way
A few days back I read an interview of Deepak Ghaisas, CFO of iFlex in some technology section of Economic Times. He was quizzed on how he manages technology. Incidentally he has 2 laptops which are synchronized once a week, 2 Nokia cell phones and some 10 odd pen drives with wide range of storage capacities. He also receives about 600 mails a week. {Incidentally, I only receive may be 40 work related mails in a day. Miles to go... :( }He has a very interesting way of managing mails. He seems to have configured his mail client in such a way that all mails addressed to him appear in red, all the mails where he is one of CCs appear in purple and all the mails where is the only person CCed appear in white. Apparently he responds to each of his red mail within 24 hours!
Sunday, September 17, 2006
Who owns business analysts? - The debate is over.
Well, that is what I can say as far as our organization is concerned. After having experimented with placing Business Analysts (BA) with individual functions and then as an independent organization neither with functions nor with IT, we have finally merged our BA organization, which we called PMO (Project Management Office) with IT Systems group, which consisted of programmer analysts and system developers. We have called this group System Solutions Group. We have organized our Project Managers (PM), Business Analysts, System Analysts and Developers in four verticals where each vertical is a logical grouping of business systems based on their offering.
Hopefully, now we will be able to:
- minimize disputes between our erstwhile IT systems group and PMO
- give complete freedom & control to our PMs over the use of resources
- enforce focus and accountability on PMs, and their team members, and
- provide career path to our team members
Certainly having BAs with business functions or as independent functions had their pros and cons. However, we now believe this is the best structure.
Earlier blog entries on the same topic:
Sidewalk: Who owns Business Analysts?
Sidewalk: Who owns Business Analysts, the debate continues…
Hopefully, now we will be able to:
- minimize disputes between our erstwhile IT systems group and PMO
- give complete freedom & control to our PMs over the use of resources
- enforce focus and accountability on PMs, and their team members, and
- provide career path to our team members
Certainly having BAs with business functions or as independent functions had their pros and cons. However, we now believe this is the best structure.
Earlier blog entries on the same topic:
Sidewalk: Who owns Business Analysts?
Sidewalk: Who owns Business Analysts, the debate continues…
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