Exploring the

BABOK

Guide

C h a n g i n g t h e wa y o r g a n i z a t i o n s c h a n g e.

Episode 8:
Change, Plans and Risk
International

August 2013
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Q&A: How to Participate

Use the question box
to share your questions.

Twitter:@BABOK

#BABOK
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Rick Clare, PMP, CBAP, CSM, MSPM

PMCentersUSA and ConsultUSA

Rick Clare serves as the Business Analysis Practice Director for
PMCentersUSA and the Oracle Practice Director for ConsultUSA,
and is also constantly placed, on a contract basis, in senior Project Manager positions
throughout the Pittsburgh area.
Rick has been working in Information Technology for more than 25 years, as a
developer, trainer, project manager, business analyst and functional manager. He
started in IT while he was in the army in 1988 and has a great deal of technical
experience to back up his management and analysis skills. His projects have spanned
many industries, including Hospital Administration, Certification Test Administration,
Healthcare Insurance, Retail, Banking and Finance.
Rick is routinely invited as a speaker by companies and professional organizations
wishing to take advantage of his experience and entertaining speaking style.
Rick has worked extensively with the IIBA. He was VP of Chapters at the international
level for two years . He also ran a project for IIBA to create and publish a book called
Managing Business Analysts.
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Paul Oldfield

Team Member, Youmanage.co.uk

Paul Oldfield graduated in Botany 1977 and moved into IT
to get work that pays. In a long and varied career first came across
'agile' in the form of FDD, while in charge of Requirements and Analysis
for an Air Traffic Control project 1997-9.
Author in 2002 of the "Appropriate Process" guidance on process
patterns to handle project risks.
Was with Capgemini for 7 years learning about large bureaucracies and
agility. Joined Youmanage 2013 to get back to the roots of programming
in a small company.
Respected and occasionally quoted by the thought leaders of the global
Agile community.
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Julian Sammy

Head of Research & Innovation, IIBA

A passion for technology, behaviour, and information
has driven Julians reality-based approach to business analysis.
He has used this in many BA roles, such as Enterprise Business Analyst
for IIBA, and his new role as Head of the RI Group.
Julian has written dozens of Quick Tips for Better Business Analysis, a
chapter of the IIBA publication Managing Business Analysts, and many
of articles in the BA Connection Newsletter. Understanding the BACCM
is his current column. He also has two webinars: Effective
Communications, and Exploring the BABOK Guide.
Julian has worked on development of BABOK Guide v3, first as a
member of the Core Team, and now as Contributing Editor.
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What kind of Change?

"a controlled transformation of an
organizational system"

Operational:

turns inputs into outputs

alter "volume" of existing capabilities
Transformational:

alters the way the organizational system
operates

Risk

Risks exist in both domains

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What is Risk?

a situation involving exposure to

danger
OED

the effect of uncertainty on objectives

ISO 31000

the possibility that an event might

decrease value for an stakeholder
BABOK Guide v3 draft

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Why do we Plan?
What happens if
we don't?

We plan to avoid risks.

The Ostrich, The Planner and the India-Rubber Man

Which mix of strategies fits:

- Your context
- Your risks
- Your capabilities?

All Change! But how do we respond?

It aint gonna happen

Oh, dear, it happened now what?
Lets understand these requirements in great depth
so we drive out all the change up-front

Weve invested a lot in these; you want to change
now, it will cost you a lot
Lets not gather the requirements until we need
them so they have no time to change

Oh, they changed anyway never mind, we can cope.

If you have Requirements Churn it is because you are gathering the

Requirements too early
Mary and Tom Poppendieck Implementing Lean Software Development: Concept to Cash

Key Ideas in Agile (an opinion)

What is on track? Are we on track? How do we

get back on track?
Balance learning through Analysis against
learning through Feedback
Discover and Decide Just in Time
Learn (as a team) to respond rapidly to change
Plan your work around how good you are at
responding to change
Being flexible helps mitigate the risks you didnt
think about and plan for

Top 5 Risk Mistakes

1. Not considering opportunities just threats
2. Confusing risk causes, risk events & impacts
3. Using checklists and not scanning the
horizon for other risks
4. Calling risk response planning mitigation
5. Not considering contingency plans along with
risk response plans

First Mistake
Not Considering Opportunities Just Threats
Risk Management is the process of identifying,
analyzing, and responding to all project risks
Risks typically related to highly chancy or hazardous
activities, but need to consider probability and impacts
with a goal to:


maximize for positive events

minimize for adverse events

RISK = OPPORTUNITY

AND THREATS

Examples of Opportunities
Special pricing offered by a supplier
Competitive market conditions for a specific
service
Sudden availability of a key resource for a short
time period due to their project being postponed
Availability of some needed equipment (such as
servers or desktop computers) from another
company downsizing their operations
Availability of an government investment tax
credit for work done before a specified date

Q&A: How to Participate

Use the question box
to share your questions.

Twitter:@BABOK

#BABOK
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C o m m u n i t y. I I B A . o r g / B A B O K | I I B A . o r g | i nf o @ I I B A . o r g

Julian Sammy

H e a d o f R e s e a r c h a n d In n o v a t i o n
J u l i a n . S a mmy @ I I B A. o r g
.

Rick Clare

Rick Clare
rick.clare@c onsu ltus a.c om

Paul Oldfield

paul. oldf ie ld@ yo um a na ge. co. uk>

www. youman ag eh r.c om

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Register NOW!
In September youre invited to go back to
school with International Institute of
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So grab your seat and let the learning begin!

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