In anticipation of her presentation at Building Business Capability in Vegas, Nov. 2 – 6, 2015, we asked Miranda Shumaker, Business Analyst, Northern California Power Agency, a few questions about pursuing business excellence. Check out her interview in relation to her BBC presentation entitled Goodbye Black Box, Hello Transparency – Business-Driven Business Analysis.

Q: How is your organization advancing the pursuit of business excellence and how does it impact your business units/departments?

A: NCPA is committed to providing an affordable, reliable, clean supply of electricity for customers in its fifteen member communities through advocacy on energy and consumer issues at the state and federal levels and is always seeking ways to improve and prolong the efficiency of its power plants through cutting edge technology. This customer focus directly translates into the goals of each department as each of them strive to provide the best, most efficient customer service possible. We are often finding ourselves thinking outside of the box when developing business process and software solutions for our customers, both members and internal departments.

Q: Can you describe the challenges you face or have already overcome in establishing a more cohesive and productive company or organization?

A: While providing the most cost effective and cohesive services to our members has always been our focus, the way processes were implemented internally were directed by IT rather than the business. Code was hidden away in the “black box” and analysts were asked to validate data without understanding the “what” and “how” behind the data. Within the last decade, an evolution happened that gave control to the business departments and IT moved to a vital support role; artifacts were created that empowered the business with the “what” and “how”; the black box became crystal clear. People began to realize they could take ownership of their processes and streamline them. Innovation began to sprout in all departments and was not just left to IT.

Q: What are your near term goals for creating a more agile organization at your business or company?

A: My near term goal is to finish the as-is documentation; to link processes with procedures and rules. While we have a great group of folks who are able to pull together and institute change fairly quickly, having a complete visual reference at the beginning of a project will only help to increase the efficiency of that change.

Q: What’s the most valuable thing you’ve learned in 2015 thus far? What’s the most important goal/trend for [pick one or two: business analysts, business architects, business process managers and/or business rules managers] to keep in mind?

A: Clear communication. I think this applies to business analysts, architects, process managers and rules managers alike. One would think this is a no brainer; however, when absorbed with an enterprise-wide project, it is easy to forget that not all departments are at the same stage of knowledge or acceptance. It is important to remain flexible, clearly describe your needs from the business and listen to what the business needs.  Oftentimes, the business folks don’t feel they’re being heard when upper management is instituting change to processes.

Q: What’s the latest method/process/tool you have implemented to help your organization or business run more efficiently and effectively?

A: We’re currently working on a project to pull the last hidden code out of our billing software and make it more visible to the business. In doing so, we’re creating a single source of truth, increasing the speed at which the processes run, and freeing up time analysts are spending monitoring the processes by automating each step.

Q: If you could give your five-years-ago self insight and advice about this industry, what would you say?

A: Be patient. It can be easy for a business analyst to recognize the change(s) that could improve a person’s or department’s process ten-fold; however, the change isn’t always welcomed. Don’t be afraid to offer the suggested solution and then give some space. There have been several occasions over the last couple of years when I’ve given process-improving suggestions that were adamantly turned down, only to have the same person come to me months or even a year later requesting the very same change. Sometimes it just takes a little time.

Q: Sneak preview: Please tell us a take-away that you will provide during your talk at Building Business Capability?

A: Every business needs more than one business analyst.  At each BBC Conference, there are many opportunities to learn how to become a better business analyst, architect, process manager, and rules manager. I think sometimes we forget that not all businesses have any of those positions. Those businesses may realize they have processes, but don’t write them down. They have rules…kept inside people’s heads. I’ll be taking a step back at the BBC and talk about what it was like before and after there was a business analyst/process manager/rules manager (all three are in one person – I wear many hats). It’s a good reminder how important these roles are to an organization.

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Don’t miss Miranda’s presentation, Goodbye Black Box, Hello Transparency – Business-Driven Business Analysis, at Building Business Capability on Wednesday, November 4, 2015 from 3:10 to 4:10 pm.  Click here to register for attendance.