IBADD 2018 Sessions and Workshops

Do the circumstances make the leader or do great leaders make the circumstances? In J.K. Rowling’s amazing book series, Harry Potter finds himself rejoining the wizarding world only to discover he has a legend to live up to. Each year Harry and friends faced a new series of personal and environmental challenges they had to overcome.

Join us to discover seven secrets of leadership, teams, and personal growth from the book series that changed the world. We will discuss pivotal strategies and approaches that Harry used to overcome He Who Must Not Be Named. You will learn how to apply these lessons to your professional journey and personal growth.
For managers, authority is assigned and leadership assumed, but there are big differences between management and leadership. Leadership must be demonstrated and authority earned through trust and respect. Many employees feel frustrated that they aren’t in a position to be leaders, and they often feel alone and underappreciated.

In “Ender’s Game” by Orson Scott Card, Ender Wiggin faced similar challenges as he moved through the battle school. Initially Ender was not only in a contributor position, but quickly learned what makes a true leader that people will follow, regardless of the organizational structure and institutional rules.

Join us to learn the 7 secrets of leadership Ender developed during his time at Battle and Command schools. See how his leadership lessons can be applied to your professional growth, development, and perspective as a leader in your company and projects. Even if you are not ready to step from the shadows yet, these lessons will improve your work as a key contributor and facilitate your path to future leadership.
The benefits from identifying key agile metrics, like many things, exist on a spectrum. Depending on what we choose to measure the results may provide very little benefit; or worse, contribute to negative impacts on culture and healthy team behaviors.

On the other hand, utilizing metrics in a healthy way can be the catalyst for change that many teams and organizations are after as they look to continuously improve their organizational agility.

This talk explains how to avoid metrics that lead to negative behaviors and how to use metrics in an effective way to answer business critical questions. (e.g. “when will we be done?”)
"Going Agile" is all the rage; focused teams delivering with rapidly increasing velocity. Many teams get tripped up by titles and processes that are hard-wired into how we do work. How can teams break away from the old structure to deliver truly innovative solutions? Become pirates. No throat slitting or eye patches necessary, but six simple concepts to help us collaborate effectively without creating chaos. Hoist a pirate flag and we'll explore the monsters that lurk below, discover a new PIRATE code and unlock practical strategies to build success and team momentum.
Retrospectives are a familiar ritual for teams practicing Scrum. Retrospectives frequently bring in opportunities for improvement in a number of areas connected to business processes, techniques, and, occasionally, impediments. I have found there is one element that is often left out of a team’s retrospective discussions. Intrapersonal and interpersonal issues are rarely discussed.

Similarly, many families systematically avoid talking about personal issues, emotions, and opinions. Each family member avoids such topics to protect the feelings and well-being of the other members. Conflict is labeled as dangerous and harmful. This comes at great cost to the group and is often remedied through family therapy.

In order to move your team to the next level you may need some team therapy. Like family therapy, retrospectives need to be a safe environment where team members feel comfortable discussing the personal issues that are impacting the team’s dynamics. Elite teams discuss personal matters openly in order to improve performance and increase trust.
Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature. Culture is specific and intrinsic to each corporation and positively or negatively affects its outcomes, affecting how people understand, commit, and execute processes and regulations.

In a reengineering program aimed to transform the IT area of the Itaipu Binacional Hydroelectric Dam (Brazil and Paraguay) we faced the following challenge: "Redesigning the processes won’t be effective if we do not transform the current culture." People must be heard, their anxieties must be identified and addressed for the new process to emerge in a collaborative way supported by a new culture.
To deal with this challenge using the Culture Map Canvas, workshops mapped the negative aspects of the current culture and what should be the "ideal" culture. Focusing on the organization vision and mission defined by the executives, other contributors suggested initiatives to transform the culture of the organization. From these initiatives and insights the processes have been redesigned with the support of all the stakeholders.
Are you drowning in data, but don’t know how to extract value, meaning, and decision-making guidance?

Visio may be the surprising answer to this dilemma. You can use Visio to create business intelligence (BI) dashboards that are simple and effective, and that deliver insight within the context of a familiar diagram.

If Visio isn’t enough, Power BI is a free download from Microsoft that is amazingly powerful. And as of fall 2017, it’s integrated with Visio -- you can drag and drop a Visio diagram into a Power BI dashboard to add process or project context to a real-time view of your data.
Today’s world turns on knowledge. To enable meaningful business transformation we must learn to engineer and reuse that knowledge.

We don’t do that very well today. We re-invent, re-specify and re-design operational business knowledge essentially from scratch on each new project. We spend little or no time thinking about how to re-use it, or how to leverage it to reduce the start-up cost and risk of other projects. Nothing agile about that!

Learn what achieving true business agility requires, and the techniques you need to achieve it.
We all know the old saying “If you always do what you have always done, you will always get what you always got.” In business, we are told from the very first day on the job that failure is bad. Avoiding failure seems to be more important than succeeding and therefore we go to great lengths to avoid it. Deluded in the belief that failure isn’t an option, we are at a loss on how to handle failure. Isn’t it time we started working differently? Certainly, easier said than done but Bob the BA will help you make this doable back on the job.

This workshop will help you deal with handling failure fast and safe by helping you think, learn, and work differently. The problem with working differently? People love to jump right to the solution. We must first learn to think differently. Once we understand how to think differently we can learn differently. Once we have learned we will in fact, work differently. In this dynamic and interactive workshop, you will gain the necessary tools and skills to help you fail fast and fail safe. We don’t need to be fearful of failure and create elaborate plans to avoid it. What we can do is start thinking, learning, and working differently!

Attendees will learn:
How to embrace failure fast and safe.
Useful tools to dealing with failing fast and safe.
How to think, learn and work differently.
Let's face facts: our world is getting faster by the minute, resulting in an ever-increasing need to stay connected and achieve more. For some, this can inevitably lead to burnout. As high-performing Business Analysts, how do we prepare and protect ourselves from these ever-increasing demands in order to prevent burnout? And, how do leaders help recognize and mitigate the signs of early burnout in their team to stay clear of this end? In this session, Rebecca Scott presents her burnout experience in an open and honest format, and walks through her path from burnout to recovery. She answers the question "What causes burnout," then describes proven techniques to not only recover and rebuild success, but to also gain new insights and strive for career growth. Her unique combination of honesty and humor show that even through tough times, we can empower ourselves to not only regain, but to improve.
The fact that we have different generations at work isn’t new. The “young whippersnappers” and the “old fogies” and everyone in between have always been at work, but it seems that every few years we have to stop for a beat and get our heads around how we can interact with each other more effectively.

Emotional Intelligence teaches us we need self-awareness, self-management, other-awareness, and relationship management. Looking at generational differences through a lens of disciplined, compassionate emotional intelligence, with a commitment to even better can help us work together more effectively.

In this engaging and thought-provoking session, Your Clear Next Step coach Sinikka Waugh will present some tactical, try-this-now approaches to improving the way different generations interact where you work.

We’ll focus primarily on how to recognize, appreciate, and connect with colleagues from different generations, and how to make sure we’re demonstrating communication and interpersonal styles that will resonate with others, without putting them in boxes!
Traditional process modeling identifies activities flows, responsibilities, resources, inputs, artifacts, outputs, rules... at a level of detail to ensure that processes are well established, standardized and thus may be repeatable, monitored and controlled.

Unfortunately, this traditional approach is not easily "digested" by stakeholders, who prefer to keep distance from the mapping and process definition process. Even the presentation of already mapped processes is boring and make them sleepy.

Using Comic Strips as a storyboard technique in the IT area of Itaipu Binacional Hydroelectric Dam (Brazil and Paraguay) we have been able to involve the main stakeholders in a collaborative and agile approach to process mapping and evolution.

Comic Strips are fun, fluffy and easy to explain and understand. It uses informal language that encourages participation and collaboration and can put everyone on the same page in a few minutes.
It’s a matter of Priorities

We've all uttered the phrase “If everything's a top priority, then nothing is a top priority”; The complexity of modern software and business architecture makes prioritization more difficult than ever. The days of being able to have a single Product Owner make all priority decisions is quickly fading. Join Brandon to hear some of his prioritization horror stories and different techniques you can use right away to help reduce the burden and increase the effectiveness of your prioritization efforts.

In order to lead others you have to understand yourself first.  Business analyst lead in many different ways.
Leadership is not just a title of management, leadership is the act, or an instance, of leading.  Leading is a skill. A skill that is imperative to be successful as a business analyst.  However, to be an effective leader there are characteristics that should be possessed AND you must understand yourself.

In this interactive presentation we will leverage martial arts concepts to prepare your mind for self reflection and self introspection, self reflection and self introspection exercise to understand one's self and uncover your layers, creation of a lead yourself execution plan based on the self reflection and introspection exercises, defining the brand you want to be known by leveraging the lead yourself execution plan, and finally strategies on how to maintain your brand. Once you clearly know who you are, and the brand you want to portray, you can position yourself to effectively lead others and bring forth the business transformations to take the organizations you serve to the next level.

Writing requirements is easy. Writing GOOD requirements (concise, complete, understandable… you've seen the list), that's what's hard. One of the biggest challenges we face as BAs is that we are challenged to write for many stakeholders, users, designers and testers- who don't have time to try to figure out what we mean. Modeling can help, but a template of narrative, verbal requirements is still likely a required part of your process. If you've ever taken over a project from another BA and tried to decipher someone else's requirements, you've seen this first hand.

During this workshop, we'll discuss some communication challenges that BAs face in writing requirements. We'll also get some real world practice - reviewing, deciphering and hopefully improving some sample requirements. Can BAs improve how we write and reduce confusion and bad interpretations in the future? Sure-come find out how!
Does it seem like you are fighting an uphill battle or have plateaued in your agile journey to become more responsive and adaptive to change? Do you have the right organizational structure in place to support the behaviors you want?

Agile is not an “IT thing” - it has much more to do with how your organization is structured into teams. Organizations generally focus on behaviors, policies, and tools to help them gain agility but don’t change their environment to support agility.

As organizations grow and look for ways to scale they need to focus on creating an organizational structure that will nurture agility and enable continuous improvement. This talk focuses on organizational structure that will cultivate and sustain agility.
You've probably heard that you can't improve what you can't measure and, over the years, teams have used various techniques to make the invisible visible. From ERDs to burndown charts, making things visible is a core component of the continuous improvement process. Brandon says that even with all this visibility, much of the data surrounding how you work is either not captured or not visible, and thus represents a great opportunity for improvement. Imagine your management team tells you that your velocity is too low. Why is it too low, and what can you do about it? Brandon shares one team’s surprising answer to that question when they analyzed previously invisible data. How do you know what the highest risk areas of the system are for enabling the most cost effective regression test strategy? You'll get that answer, too. It's all there, tucked away where no one can see.
How can I as a BA enable change in an organizational context? Every project and every person is unique, but what are the constants that can help others through change better – start to finish.

Every project is unique. Every organization has its own culture, its own setting, its own cast of characters. But there are definitely themes that keep resurfacing from project to project, organization to organization. As BAs, we’re tasked with enabling change in an organizational context. But what if that organizational context and those who are part of it seem to be the very reason change isn’t happening? The truth is, people are human beings with thoughts, feelings, fears, aspirations, and together they co-create a culture that responds to change in its own way. What if we could detect some of the thoughts, feelings, fears, and aspirations that our stakeholders are encountering, meet them where they are, relate to them effectively, and help them – and the project – move forward. What if we could help them co-create a culture that responds to change just a little bit better, with just a little bit less pain? Inspired by her background in literature and her love of character development and storytelling, join “people-ist” Sinikka Waugh as she weaves real-life project examples and an all-too-familiar “cast of characters” into an engaging “choose-your-own-adventure” workshop designed to help BAs improve their ability to enable change in an organizational context.
Surviving and thriving in a technology career can be quite difficult. First you need to focus on your technical chops. Then you have to figure out how to work with your team members and manage your boss. We will cover the steps it takes to make a tech career successful.
Leading teams of technology professionals takes a mix of leadership and technical understanding. In this book we will step you through the process of how you can take your technology position and become a leader in your field.
What is a Business Analyst? What do we do? What SHOULD we do? What is our ROLE?

We've all sat around in the break room at some point in our careers and complained about how much better a project would work if we just had a little "role clarity". We've filled out the "role and responsibility" templates. We've pulled out our job descriptions and compared them to others in the organization. (You know you've done it!) So how can we continue to be EMPOWERED to do our best work and add business value on a daily basis without running into those four little words..."that's not your job"?

An ever-changing world means ever-changing expectations and, through them all, the Business Analyst role will NEVER fit into a perfectly defined box. Join me as I explore the myth of role clarity and share techniques to identify your strengths and build your OWN dream job. Are you ready to break down your barriers?
In martial arts the dojo is a respected training facility for the art. Everyone has to be respectful to the instructor and their fellow classmates. In the dojo the students are there to learn the techniques, with precision, so it can be applied if there is ever a need to use it for self protection. The students have to work together to sharpen their techniques and skills, and rely on each other to help grow in the art. The ultimate goal is that everyone is developing their techniques and skill sets to perform the art to perfection when needed.

The same is needed to effectively collaborate. In order to transform businesses with powerful solutions individuals must work together. The powerful solutions come from the diversity of the team. However, with diversity can come challenges as you are interacting with different personalities, perspectives and mindsets. However, you must find a way to work together to ultimately reach the goal at hand. By working with each other, such as you do in the dojo, you are sharpening each other and leveraging each other's skills to transform your business.

This interactive session will leverage martial arts, videos and exercises to demonstrate how to effectively collaborate to build powerful solutions for your organization.
The one thing that is constant is change.  Surviving change can sometimes be difficult.  However, not changing is fatal.  Projects exist because of change and we are the change agents to get those projects done.  This presentation will leverage martial arts concepts to help participants survive through change.
Often we see such success with implementing frameworks like Scrum or Kanban that we stop looking for other innovations in our process. We continue to fall back into traditional management thinking that parallel work streams are the key to efficiency and thus productivity. After all, busy employees are producing employees. After time these efficiency gains naturally begin to build knowledge silos within team members which makes it difficult to scale up and down, robs us of innovation and creativity, limits our scope from emergent practices to conformative practices, and limits our ability to respond to change.

This talk the will focus on a practice by Kent Beck, one of the founders of the Agile Manifesto and creator of Extreme Programming, for the software development space in the 1980s. We will dive into the benefits and myths of pairing as well as exploring the common resistance to making this type of change. Join us for a conversation on the implementation of pairing throughout your organization.
Are you up to speed on business rules as an analysis and architectural technique? Do you know the latest techniques for business-oriented analysis of operational business decisions? Do you know how to use those techniques to simplify your business process models by an order of magnitude or more?

This tutorial takes an in-depth look at these and related areas. Business rules aren’t what many people think. They are first and foremost about running the business, not designing systems. (But they are essential for that too.) You’ll be pleasantly surprised by the pervasive impact they can have on your professional skillset and business insight. Let business rule development default to developers and you’ll never get it right.

Success with business rules requires pragmatic approaches, appropriate skills, and clear vision. Whether you are new to the area or already experienced and looking for fresh ideas, this tutorial fits the bill. Come prepared with the questions you want answered!
Do you use Visio to create flowcharts but wonder whether there’s a better way to accomplish what you need to do? Want to get the better of those lines that seem to have a mind of their own? Add data and hyperlinks so you can create content-rich process maps that become the central repository for all process knowledge? Build BI dashboards in Visio using data in a database? Share maps with people who don’t have Visio without creating PDFs?

In this session, you’ll learn the most valuable tips and tricks from the guy who wrote the book (three actually!) about Visio.

Attendees are not required to bring a laptop to the workshop. However, having Visio on a laptop will allow attendees to follow along with the presenter and try the features he demonstrates.
Did you leave your last requirements elicitation session exhausted from trying to keep the conversation on track? Did the group lose focus as different ideas or concerns were brought up? There is hope! You can improve your facilitation methods by focusing the way your stakeholders think. By applying an innovative thinking method called the Six Thinking Hats BAs can focus the conversations and lead your team to analyze problems more effectively and generate innovative solutions.

In this session you’ll:
• Gain an understanding of parallel thinking using the Six Thinking Hats method.
• Learn what the Six Thinking Hats mean.
• Learn how to apply the Six Thinking Hats as a technique for business analysis.