Stopping Analysis Paralysis

And Decision Avoidance In

Business Analysis And
Solution Design

Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney

The enemy of a good plan is the dream of a perfect plan.

It is even better to act quickly and err than to hesitate until the time of
action is past.

Carl von Clausewitz

A good plan violently executed now is better than a perfect plan
executed next week.

George S. Patton

November 1, 2016

Need For Solution Exists Because

I have a problem
There is an opportunity
I have received a directive
I want to be able to do what I am currently unable to do
I cannot do what I want
I need to be able to do something

A solution is a Resolver, a Provider or an Enabler

An originator will identify the need for a solution

The IT function must work with the originator to provide a
usable answer to the solution need

November 1, 2016

Solution Definition Journey Stages

WHY?
WHAT?
HOW?
November 1, 2016

Why, What And How

WHY?

WHAT

Why is the solution being looked for: a problem, an opportunity, an obligation?

Why has the situation requiring a solution arisen?
Why are we here?
Why do it?
Why not do it?
What are the options?
What can be done?
What is being looked for?
What must it do?

HOW
How should it be done?
How should it operate?
How can it be delivered?
November 1, 2016

Uncertainty Increases Analysis Paralysis And

Decision Avoidance
High
Uncertainty

Zone Of Greatest
Analysis Paralysis
And Decision
Avoidance

How?

Low
Uncertainty
Low
Uncertainty

November 1, 2016

What?

High
Uncertainty

Goal Of Analysis And Design Is To Reduce

Uncertainly

Reduce uncertainty in the What and How

Reduce number of viable and realistic solution options

November 1, 2016

Need To Start With The Objective Defined And

Focused On

The objective is to define and implement a solution that

meets the originators requirements

November 1, 2016

Analysis Paralysis And Decision Avoidance

Never Escape
Analysis
Stage
Always
Looking For
More
Information
and
Perfection

November 1, 2016

Analysis
and Design

Decision Making
Request/ Response
Loop For More
Information
Always Looking For
More Details,
Additional Options,
More Clarification

Never Escape
Decision
Stage

Decision
Making

Characteristics Of Analysis Paralysis And Decision

Avoidance

Two possible loops:

Analysis Loop where analysis
never finished
Analysis and design do not want to
let go always looking for
Decision/
perfection and want to retain
Analysis
ownership

Decision/Analysis Loop
where decision making is
deferred because of requests
for more analysis

Loop

Analysis
Loop

Fear of decision-making is masked

by endless requests for more
information and options

November 1, 2016

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Clearing The Analysis Paralysis And Decision

Avoidance Hurdles

Clear The
Analysis And
Design
Paralysis
Hurdle And
Avoid Getting
Trapped

Clear The
Decision
Avoidance
And Evasion
Hurdle And
Avoid Getting
Trapped

Move To Implementation,
Service Introduction,
Transition To Production
Plateau

Analysis And Design

Can Be Viewed By
Some As A Trough Of
Despair
November 1, 2016

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Analysis And Design

Analysis is more than gathering, cataloguing and managing

requirements

The objective of analysis is to provide one set of inputs

into solution design options

Analysis and design are not sequential activities with a

handoff and barrier between each

November 1, 2016

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Too Much Or Too Little Analysis

What level of risk associated with (apparently) incomplete

analysis can be tolerated?

Can information gathering/analysis/study go on so long

that the underlying situation has changed?

How much analysis is too much or too little?

How many requests for more information and analysis

represent valid concerns rather than decision avoidance?

November 1, 2016

13

Requirements Are A Means To An End

Stop analysis becoming a bottleneck with ever more

detailed requirements being documented without and end
in sight

November 1, 2016

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You Cannot Avoid Analysis

But do not perform analysis in isolation without a business

and solution context

Analysis cannot capture the business functional

requirements of solution without a conceptual solution
architecture framework
This provides a structured approach and background with which
to gather requirements and to assist the business identify what
they are likely to use in and need from the solution in terms of its
overall operation and use

November 1, 2016

15

Analysis And Design Can Be Difficult

Uncertain, undefined or multiple mixed objectives

Lack of coherence on what is needed among stakeholders and
affected parties
Unarticulated needs
Lack of clarity of what is really needed
Complexity large number of components, interactions,
connections, processes, stakeholders
Heterogeneity among stakeholders and affected parties
Opposition from some stakeholders and affected parties
Time and cost constraints
Unpredictability, uncertainty and change in what is being
analysed
November 1, 2016

16

Conceptual Solution Architecture Framework

The CSA focusses on the core functional and system

components of the solution
The complete solution will consist of much more than this

This enables effective decision-making on the available

options implementation time-frames, implementation
approaches and likely budget requirements
It defines functional separation of systems, services and
applications to be implemented or modified
It implicitly contains possible implementation options that
narrow decision options
It allows key design questions to be raised and answered

November 1, 2016

17

Any Complete Solution Consists of:

Zero or more of {Changes to Existing Systems}

+ Zero or more of {New Custom Developed Applications}
+ Zero or more of {Information Storage Facilities}
+ Zero or more of {Acquired and Customised Software Products}
+ Zero or more of {System Integrations/Data Transfers/Exchanges}
+ Zero or more of {Changes to Existing Business Processes}
+ Zero or more of {New Business Processes}
+ Zero or more of {Organisational Changes}
+ Zero or more of {Reporting and Analysis Facilities}
+ Zero or more of {Existing Data Conversions/Migrations}
+ Zero or more of {New Data Loads}
+ Zero or more of {Training and Documentation}
+ Zero or more of {Central, Distributed and Communications Infrastructure}
+ Zero or more of {Sets of Installation and Implementation Services}
+ Zero or more of {Cutover/Transfer to Production}
+ Zero or more of {Operational Functions and Processes}
+ Zero or more of {Parallel Runs}
+ Zero or more of {Sets of Maintenance, Service Management and Support Services}
+ Zero or more of {Application Hosting and Management Services}

November 1, 2016

18

Scope Of Complete Solution

New Custom
Developed
Applications

Changes to Existing
Systems

System
Integrations/Data
Transfers/Exchanges

Changes to Existing
Business Processes

Reporting and
Analysis Facilities

Existing Data
Conversions/
Migrations

Central, Distributed
and Communications
Infrastructure

Sets of Installation
and Implementation
Services

Parallel Runs
November 1, 2016

Information Storage
Facilities

New Business
Processes

Acquired and
Customised Software
Products

Organisational
Changes

New Data Loads

Training and
Documentation

Cutover/Transfer to
Production

Sets of Maintenance,
Service Management
and Support Services

Operational
Functions and
Processes

Application Hosting
and Management
Services
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Conceptual Solution Architecture

Actor

Functional
Component

Actor

Functional
Component

Functional
Component

Actor

Functional
Component

Functional
Component

Functional
Component
Actor
Actor
November 1, 2016

20

Conceptual Solution Architecture

Define key functional components and actors and their

interactions
Initial view that can be elaborated and refined

Key requirements can be identified using this framework

Solution options automated, manual, integrated,

multiple point can be explored

Recognise areas where decisions are required

November 1, 2016

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Requirements Space And Solution Space

Minimise Solution Space while maximising size of

Requirements Space encompassed
You do not deliver requirements
You deliver solutions that encompass multiple interoperating
elements that enable business processes that allow
requirements to be complied with
Solution Space maximises the requirements complied with
while minimising its scope and complexity and therefore its
cost, delivery time and risk
Analysis and design is concerned with finding an optimal
Solution Space
There may be many Solution Space options analysis and
design needs to focus on finding the most viable ones quickly
and the deciding on the one(s) to pursue
November 1, 2016

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Requirements Space And Solution Space

Requirements Space

November 1, 2016

Solution Space

23

Requirements Space And Solution Space

Requirements and Solution

November 1, 2016

The selected solution may

not include all the stated
requirements

Decisions are needed on

what can be included and
what cannot be included

Delivery can be phased and

prioritised to maintain
solution momentum

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Solution Design Process

Stakeholder
Requirements
Collection and
Specification

Initial Concept
Of Need/ Goal/
Objective
Formal
Statement Of
Need/ Goal/
Objective

Implementation
Project

Solution
Requirements
Collection and
Specification

Initial
Architecture
Review and
Options

Solution
Architecture
Design and
Specification

Solution Design Process

Solution Architecture
Business
Stakeholders

November 1, 2016

Analysis

Solution
Delivery

IT Operations

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The Solution Journey Involves Making Decisions

Decisions Need To Be
Made Along The
Solution Journey

To
Cancel

On
Options and
Choices

To Change
Direction

The Solution Design, Development,

Implementation and Operation Journey Is Rarely
Easy
November 1, 2016

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Maintaining The Solution Delivery Momentum

The solution journey must always progress

Progress is achieved through decision making

A solution journey that is not moving towards a resolution is in

an analysis/decision loop

How to measure and identify analysis loops and

analysis/decision loops?

Analysis and design are good and necessary activities

Beware of false assertions of analysis paralysis where some

want to move straight to implementation without validation

Too much analysis and design that does not demonstrate

progress to a decision is bad
November 1, 2016

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Measuring Progress And Decision Making

You need to measure the progress of analysis and design and

decision making to identify when progress is stalling
What metrics to use
How to report on them

Identify lack of solution conceptual architecture options

causing delays in decision making

When is analysis just refining the detail of a design that can be

done during implementation rather than uncovering necessary
complexity that contributes to solution design

Need to include a measure of progress along the entire

solution journey as part of any solution delivery reporting
dashboard
November 1, 2016

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Solution Delivery Phase And Deliverables

Time
Project Stages/ Timeline
Concept

Initiate

Plan

Design

Build

Test

Deploy

Manage
and
Operate

Project
Management

Project Activity/ Function

Business
Functions/
Roles

Business
Function
Business Analysis
Solution
Architecture
Implementation
and Delivery
Test and Quality
Organisation
Readiness
Service
Management
Infrastructure
and
Communications

November 1, 2016

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Solution Delivery Heatmap Progress Measurement

Approach
Time
Solution Delivery Stages/ Timeline
Concept

November 1, 2016

Solution Delivery Activity/ Function

Business
Functions/
Roles

Initiate

Plan

Design

Build

Test

Deploy

Manage
and
Operate

Project
Management
Business
Function
Business Analysis
Solution
Architecture
Implementation
and Delivery
Test and Quality
Organisation
Readiness
Service
Management
Infrastructure
and
Communications

Measure Rate Of
Movement Through
Solution Delivery Stages
And Activities To Identify
Lack Of Progress And
Stalling

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Decision Scale

Hard Decisions

Those that are not routine and

infrequent
High degrees of ambiguity, uncertainty
and risk
Potentially high cost
High impact and potentially large
negative and serious consequences
Low level of comfort with decision
context and background outside the
comfort zone
Low level of confidence in outcome

Easy Decisions

Those that are routine and frequent

Low cost
Low impact and few negative and serious consequences
High level of comfort with decision context and background comfort zone
High level of confidence in outcome
November 1, 2016

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Decision Avoidance

Easy decisions are easy to make and have few negative

consequences

Hard decisions are not easy and have potentially much

larger negative consequences

Need to understand the difference between a real hard

decision to progress or not to progress and an
apparent hard decision to delay or look for more options
or information which just masks a failure to make a
decision

Decision avoidance and evasion that masquerades as hard

decision making is surprisingly common
November 1, 2016

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IT Needs To Excel At Focussing Business Needs On

To Solutions
Business Need

Solution

Solution
Business Need

Business Need

November 1, 2016

Solution

33

IT Lens

The IT function needs to be a lens concentrating solution

need onto solution options

The IT function needs to successfully mediate between the

business as the originator of a solution need and the
solution provider, either internal or external or both

The IT function needs to be good at moving from analysis

and option identification to an implementation decision
quickly and effectively

November 1, 2016

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IT Does Provide Competitive Advantage

IT does really provide competitive advantages to

organisations

Business really does need IT to operate and grow

Business can and does bypass the IT function if it does not

listen to the business and deliver solutions that enable
delivery of business objectives

The business will look elsewhere for the necessary IT

solutions

The consequence will be a fragmented and balkanised IT

solution landscape that is costly to operate and support
November 1, 2016

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IT Solution Leadership

IT needs to be good at solution delivery and provision

along the solution journey from initial need to service
introduction and transfer to production

November 1, 2016

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IT Solution Leadership

IT needs to provide leadership in decision making

IT needs to focus business needs on solution options

Mediate between business and solution provider, either

internal or external

Lead the business through decision making process

Make the transition from problem/need to solution

implementation and operation easier

Engage with the complexities of the problem at an early

stage

November 1, 2016

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Agile, Proto-Typing And Other Approaches

A So-Called Agile
Approach Can Be Seen As
A Way of Avoiding
Analysis And Design
Stalling By Parachuting
Directly On To The
Implementation Plateau

November 1, 2016

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Agile, Proto-Typing And Other Approaches

Jumping straight to implementation without considering

options may leave necessary ground untraversed

Maybe consider looking before you leap

Avoid a premature jump to a solution without

consideration

November 1, 2016

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Using Agile Approach To Solution Delivery

All too frequently seen as a panacea to solution delivery

problems
It is not
Agile is hard

Agile has become fashionable without an understanding of the

effort involved
Agile requires commitment, involvement and can be intense
and demanding
Agile is suitable for only some components of solution delivery
If you have current solution delivery problems, agile is probably
not the solution
You need to fix the underlying organisational issues first
November 1, 2016

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Solution Design Option Boundaries

Enterprise Architecture Defines the
Solution Technical Boundary
Technical View

Business View

Solution
Design
Defines the
Solution
Scope
Boundary

Data View

Functional View

November 1, 2016

Solution
Design

Implementation
View

Management
and Operation
View

41

Solution Design Factors, Limitations And Boundaries

Core Constraints concerned with essential solution

attributes
Enterprise Architecture
Solution Architecture Views/Dimensions
Existing or New System
Degree of Automation

Extended Constraints concerned with solution

implementation and operation
Resources
Finance
Timescale
Expected Life
November 1, 2016

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Core Solution Design Factors, Limitations And

Boundaries
Enterprise Architecture Constraints

Solution
Design
Constraints

Range of
Solution
Options

Use
Existing
System or
Create New
System

Degree of Automation of Solution

November 1, 2016

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Extended Solution Design Factors, Limitations And

Boundaries

Other implementation and operation-related constraints

that will affect the solution options:
Resources and their availability
Timescale and urgency of solution
Cost and available finance
Likely duration of solution

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Different Solution Designs And Options Can Comply

With Constraints Differently

November 1, 2016

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Comparison Of Possible Options For One Solution

November 1, 2016

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Creating The Conceptual Solution Architecture And

Solution Options
Why Is The
Solution being
Looked For ?
What Should The
Solution Do?

Analysis Of Business
Context, Requirements And
Solution Options

How Will The

Solution Be Used?
How Will The
Solution Do What
Is Needed?

Determination
Of Usability And
Utility

What Could Go
Wrong With The
Solution
Could The
Solution Do
Anything Else?
Are There Any
Alternatives Or
Other Options?
November 1, 2016

Identification Of
Components
And
Implementation
Options And
Choices

47

Approaches To Making Decisions

You need a systematic, structured and measurable approach to

decision making
Decision making that follows a systematic approach is be more
productive and results in better decisions
Unstructured decision making waste time and effort
Structured approach consists of:
Appropriate and sufficient problem analysis
Definition of evaluation factors
Identification of alternative options and solutions
Identification and evaluation of likely positive consequences of
solutions
Identification and evaluation of likely negative consequences of
solutions
November 1, 2016

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Approaches To Making Decisions

Avoid factors that cause ineffective decision making

The real decision maker is not known or unavailable
There are multiple, possibly conflicting, decision makers
Objectives cannot be plainly identified and clarified
There are trade-offs to be agreed
The key uncertainties cannot be understood
The available and viable options cannot be agreed
The measures of value cannot be agreed

November 1, 2016

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Summary

Always capture requirements in the context of a

conceptual solution architecture

Need an analysis and design and decision-making

processes that focus on delivery

Need a method for measuring progress through analysis

and design and decision-making

November 1, 2016

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More Information
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney

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