This is the last of three articles where we are considering what makes a good “business analyst” (otherwise called:  a functional analyst, a systems analyst, a business technologist, or a business process engineer).

If you want your IT project to be a success, and to be considered a success, it is imperative that you have good business analysts, because 83% of IT projects (and even 79% of ERP projects) are considered failures.  Consider, for a moment, these failed ERP projects; they didn’t fail because of technical problems – the technical infrastructure (i.e., the ERP software and hardware) is solid, well-designed – and it works (at least, when using software from ERP leaders, like SAP and PeopleSoft).  How do we know this?  Because the research report quoted in our first article showed that five companies in the same industry can all implement the exact same software, and one will succeed, while the other four will fail.

So, if the blame for failure can’t be blamed on technical factors, then the fault must lie in the “business analysis” area.  That is, there must have been design problems and/or cultural problems (i.e., resistance to the new technology), which resulted in an improper alignment between the business and the new technology.

For proper alignment to occur, the IT system must meet the need of the business . . . and the businesspeople must be happy with the new system.  It is the job of the analysts to make sure that the system meets the needs of the businesspeople, but they also need to make sure that these business partners are happy with this new system. Too often, analysts give far too little attention to this second part. Plus, it must be approached from both the top down and the bottom up; that is, from the top down by the project manager, and from the bottom up by the business analysts.

As mentioned in the last article, we’ve concluded that there are seven attributes which are of great importance and very necessary in a good analyst, because of their extensive effect on both the project and the business partners.  These are courage, confidence, savvy, maturity, integrity, a sense of humor, and desire.  These seven attributes interact with one another – that’s what makes each of the seven, and all of the seven, so very important.  So, here, based on our experience and observation, is a summary of the role each plays in shaping a analyst’s behavior, and then through those analysts the resulting behavioral patterns that affect the project’s success:

1. Courage.  By this we mean having courage in interpersonal relationships and in adherence to principles.  This brand of courage includes:  the courage to follow your convictions, but also the courage to change your mind;  the courage to say, “I don’t know, but I’ll find out”;  the courage to admit that neither you, nor your team are perfect – or ever will be;  the courage to keep learning, not resting on your laurels;  and the courage to place principle, over prejudice and expediency. Everything else depends on the strong presence of this characteristic.

2. Confidence.  It goes with courage.  Doing great things always starts with the belief that you can do it.  So, analysts need the tenacity that flows from confidence, not the timidity of doubt. But don’t misunderstand, there is a vast difference between confidence and arrogance.  The confident analyst recognizes his or her need to keep growing and learning.  The arrogant analyst knows it all, so there’s no reason to continue striving. The confident analyst listens to others intently and is not threatened by criticism or the need to change when things aren’t working.  In fact, the confident analyst is continually expecting and seeking out hidden problems.  The confident analyst is patient, and quietly (but unambiguously) counsels those needing it.  The arrogant analyst pontificates, blusters, and alienates both the businesspeople and the members of the project team.

   Confident analysts don’t fear showing their human side. Such analysts ask lots of “dumb” questions, at every level, so they will be more aware.  Plus, this humanizes the analysts (and the project) to the businesspeople, making the analysts (and the project) much more approachable and likeable.  Arrogant analysts bluff it, since asking a dumb question might expose shortcomings in knowledge that they’re not prepared to admit or display.  Arrogant analysts will encumber and endanger a project with their incomplete knowledge and narrow views.

   Some analysts build confidence in their associates (i.e., “Zap” them with positive energy), while others drain it away (i.e., “Sap” them of their enthusiasm).  You definitely want the first kind, as you can NOT afford the second kind.  Organizations should prize confidence and work hard to instill it.  Wherever you instead find arrogance, then either lessons in humility or traveling instructions are in order.  If the business partners reflect confidence (in both the project and themselves), based on the example of the analysts, then the project is on the right track. However, if the business partners reflect arrogance or are reacting to arrogance, abandon the project – save your money. You can always look to the behavior of the analysts to spot the difference – and to foretell the success of the project.

3. Savvy.  This is more than just knowledge, and more than just intelligence.  It is a practical blend of both.  So this word has been chosen deliberately.  Webster’s dictionary says “savvy” means “Understanding; know-how; shrewdness; perception.” It’s certainly more than IQ.  Of course, intelligence obviously is important.  But it’s pragmatic, down-to-earth intelligence that a project needs in its analysts.  It is intelligence that is grounded in reality as well as in theory, in empirical evidence as well as in the abstractions.

   Some seemly intelligent people aren’t savvy about what makes people tick, and by extension what makes organizations tick. And they aren’t about to go find out.  Such people know a lot about what they see in books; they know almost nothing about what they see in people.  So, they know an awful lot about an awful little, when it comes to knowing how to be an effective analyst.  The savvy analysts are smart enough to recognize what they’re dumb about, and take steps to fill in the blanks.

   Being savvy about people, as well as about processes and systems, is a definite requirement.  This especially means acquiring the necessary savvy that comes from staying in touch with the people down where the work gets done – with the people who will continually interface with the IT system.

4. Maturity.  Ranting and raving, whining and fussing, which were once tolerated in the business world, are seriously out of date.  We have seen our share of these children.  Plus, many have gained towering reputations in this regard – but not with us.  We thought it was foolish and totally unnecessary – besides being inexcusably abusive of people.  We have seen the emotionally immature in action at every level, including business leaders of major corporations.  However, this is not a minor issue when considering an analyst, since an immature analyst is sure to bring a project to its knees.

   Invariably, the emotionally immature are ineffective – though they fancy themselves the opposite – because that immaturity shows itself in other more subtle, but equally damaging, ways. Not the least of these are both snap judgments and bullheaded obstinacy.  Plus, this immature behavior is terribly damaging to both the morale and commitment of the business partners and teammates.

   Doing the job of an analyst never calls for impulsiveness, outbursts, or attacking the dignity of any associate at any level.  For years people accepted such immature behavior from bosses, largely because it was so prevalent that they had little choice.  But now they find ways to get even, and that’s to be expected.  So, organizations simply can’t afford it – it’s too damaging.  Whether the people subjected to this abuse, get even, consciously or subconsciously, they normally will likely get even, and in the process cause the project to be crippled or destroyed.  This is why maturity is high on the list of qualities for a good analyst.

5. Integrity.  This goes with the first four.  It is the combination of courage, confidence, savvy, and maturity that removes the need to pose as being perfect.  Analysts must reflect integrity and honesty in all their actions, and expect the same from others.  Shading the truth, hiding the truth, or manufacturing facts to look good are all forms of cowardice.  As such, they are extremely corrosive to the project’s health.  When people see others exercise dishonesty, they both lose trust in those people and in others, and are tempted to also exercise dishonesty themselves, such that trust, commitment, and effective communication break down completely.

   Fortunately, ethical and confident behavior can be learned as readily as unethical and fearful behavior.  But it needs to be diligently fostered.  There’s simply no doubt which kind of character produces the greatest loyalty from business partners and teammates, and thereby clears the way for project quality, productivity, and satisfaction.  Analysts can’t correct the problems by pretending that they don’t exist.  But pretending is what some do.  And an honest, open relationship with business partners and teammates depends on the example provided by the analysts – along with the emphasis that those analysts place on integrity in both word and deed.

6. Sense of Humor.  Analysts who use humor when working with business partners and teammates, come across as more approachable, and people are more likely to open up with them.  It’s easier to build and maintain morale and enthusiasm by showing you have a good sense of humor.  This is just good old common sense.  Ask yourself these questions:  Do you know someone who lacks a sense of humor?  How do you feel about this person?  Do you try to minimize your interactions with him or her?  Do you try to avoid doing business with this person?  Your answers should suggest why humor can play such an important role in establishing business relationships.

   Robert Half International surveyed human resource leaders at one hundred of America’s largest corporations.  The results: 84% thought that employees with a sense of humor do a better job than those with little or no sense of humor.  Robert Half interpreted the survey as follows:  “People with a sense of humor tend to be more creative, less rigid, and more willing to consider and embrace new ideas and methods.”  In other words, a sense of humor could give a person an edge in his or her career.

   Let’s make an important distinction here.  We’re not talking about having the ability to tell jokes, but about being able to make people smile and laugh.  Most of us have known people who couldn’t tell a joke to save their lives.  Neither of the two writing this can tell a joke, but we can certainly make people smile and laugh.  When analysts can make “little funnies,” it displays their friendliness, increases their likability, and makes people more willing to listen to them.  Plus, it defuses tense, explosive situations long before a blowup.

   Successful analysts consistently use humor to their advantage. These people have a light touch that produces solid results. They use their sense of humor as a magnet to draw people into their orbit.  People want to be around them.  The value of this effect can’t be overestimated in a business environment.  All of the analyzing, designing, planning, negotiating, guiding, motivating, and training associated with an analyst’s job becomes a whole lot simpler when people like you and are prejudiced in your favor.

   These people have learned to turn their sense of humor into a powerful business asset.  They use humor to gain respect and attention, build morale, and create a productive work environment.

   Humor’s ability to change one’s perspective also makes it a valuable asset in the battle against stress.  Termed the disease of modern society, stress has become an ever-growing monkey on the back of American business.  According to an article in Newsweek, health-care costs in California corporations due to work-related stress, doubled from 1985 to 1990.  Plus, the upward trend of work-related stress hasn’t abated in the past twelve years; rather, it has escalated as corporate mergers, acquisitions, downsizings, and bankruptcies continue to produce layoffs, cutbacks, and anxiety.

   The role of humor as a stress reducer can’t be overestimated in today’s climate of corporate calamity.  With a little humor one can change people’s perceptions of stressful situations and secure a degree of momentary calm.  The endeavor is certainly worthwhile, not only from a health perspective, but also from a strictly business perspective, since stress interferes with objectivity and clouds business judgment.  As we can often be heard to say, “Humor is a band-aid that can heal the stress caused by change and tension.”

   One of the prime rules of communication theory is that “over time, the content fades, but the relationship remains.”  Now, if you have a conversation with someone today, a week from now you won’t remember exactly what was said.  A year from now you’ll remember even less.  The “content” will fade.  However, what you will remember is how you  felt  about interacting with this person.  (Was the conversation friendly?  Or was it an argument?  Did you enjoy talking to the person?)  It is this “relationship” that will remain.  That’s why humor is so important:  it helps create a positive relationship that will be remembered for a long time.  And establishing a positive relationship is one of the keys to managing conflict.

   Humor can also be used as a “reframing” device.  “Reframing” is a psychological term that refers to changing the meaning of something in a situation.  The term is borrowed from the art world.  Changing the frame that surrounds a picture literally changes the way the picture looks.  The process works the same way psychologically.  When a situation is reframed, the facts remain the same, but are viewed in a different way.  After you hear a pep talk, the glass of water that looked half empty, now looks half full.  Now, new meaning is attributed to the situation.  Humor, because of its ability to put things into perspective, provides an important frame for creating new meanings in conflict situations.

   Humor can defuse conflicts by changing our expectations: When a conflict is escalating, everything seems to be going steadfastly in an anticipated direction.  But if something completely unexpected happens and reframes it, then things can’t continue that way, and a change must occur.  Humor, by its very nature, brings about this type of change.  For example, notice that jokes have a buildup that creates certain expectations, which are then destroyed by the punch line. When our expectations are shattered, we suddenly see the situation reframed in a different context, and if this reframing is funny, it causes us to laugh.  Now, once people can laugh about a problem, then we’re on the way to a resolution.

   The workplace provides endless opportunities for using humor as a reframing device.  Wherever people meet to conduct business, conflict is the norm.  Conflicts of wills, personalities, and ideas.  Conflicts of plans and strategies. Conflicts of interest.  The world of work is characterized by conflict.  So, humor can be valuable in this environment to relieve tension and change minds.  Seasoned analysts will try to make uptight associates see the “humor” in a situation. They might point out incongruities and exaggerate to the point of absurdity – anything for a laugh that could change an opposing viewpoint and defuse the conflict.  Experience has taught them the truth of the old saying, “You can’t laugh and be angry at the same time.”

7. Desire.  The last quality of the seven is the desire to achieve – for the right reason.  The other attributes depend on this one, as heavily as they do on courage, because only the desire to achieve brings the others into play.  The right reason?  These analysts receive satisfaction by making life better for others, not by directly serving themselves.  They understand:  “Focus on giving, and you shall receive even more — Focus on ‘getting yours,’ and the cycle is broken and decay begins.”  This is what motivates the best analysts, making them go the extra mile and work unceasingly to make the project succeed.  They know that “it’s better to give, than to receive.”  .  .  .  (And besides, you don’t have to write all those “thank you” notes!)

   An analyst must not only be generous, but must also go out of his or her way to be very sensitive, so as to stay in touch with the feelings and frustrations of others, along with their hopes and needs.  The most successful analysts are good with people, and will provide a good example for the whole organization. However, too many analysts are just “cube cats,” who hide out their cubicles analyzing a company’s business processes from every angle, but they can’t relate to the businesspeople and the work that they do – so they don’t even try.  This is bad news with failure written all over it!

   The strong desire to be an analyst who “makes things better” for others, fuels determination that translates into extra effort and concern.  It also generates a can-do spirit when the going gets tough and frustrations are high.  When the analysts are primarily working for the prestige, pay, and perks, they can’t resist the temptation to start enjoying them – even at the expense of making sure that the project succeeds.  This is certainly not hard to spot!

   Good analysts are comfortable around people, because they like people and are secure in the knowledge they are working in the best interests of everyone.  Check out the comfort and rapport index between the analysts and their business partners and teammates.  When the analysts are aspiring to fulfill their responsibilities for the right reason, you will find a strong comfort and rapport index.  When they are self-engrossed and merely going through self-serving motions, you will find no such comfort and rapport with their associates.  It’s one of the important markers of the “right stuff” in an analyst.

   How do you find analysts who have the desire to achieve for the right reason, and who have the dogged determination and work ethic that goes with it?  In our experience, these people give and then some.  So, ask them to do a job, they do it – and then some.  Ask them to be better informed, they become so – and then some.  Ask them to make a sacrifice, they do it – and then some.  Ask them to tackle a problem, they tackle it – and then some.  Ask them to make a tough decision, and they do it – and then some, without fear or favor, even at the expense of their personal popularity.  They’re running to make both the organization and all its people better off, not running for office or for self-aggrandizement.

   Such analysts, drawing on courage and confidence, get involved in the problems, helping in the solution where needed and appropriate.  None of the “that’s your problem” approach for them; and they don’t credit others with all the project’s problems and themselves with all its successes. They are in the bad news business, as well as the good news business, and everyone knows it.  These analysts trust people until there is clear evidence that such trust is unjustified, and in those cases they take action to fix that specific problem, not translate it into distrust for everybody.  They praise in public and criticize and counsel in private.  More than that, they’re always aware of the need to accentuate each associate’s dignity, not tear it down.

Cynics say you can’t find analysts with these characteristics these days.  Well, you had better – the success of your project depend on it.  And if you find some, have them mentor and train still more – you can use them – it’s important.  Plus, if any of this “and then some” business sounds corny in today’s increasingly materialistic world . . . well, then it’s time to get corny.

The more complex the world becomes, the more important these core values become.  It’s when analysts stray from these core values for convoluted reasons – and to pursue personal agendas – that organizations and their IT projects run into trouble.  Remember, “what goes around, comes around,” so, if your analysts aren’t making things better, they’re making it worse.  Attitudes are infectious – good, positive attitudes produce more of the same – while bad, negative attitudes do the same  ( . . . only faster)!