9.2 Business Analysis and Complex Modeling Part 2

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um, one of the other things that think about and this is MME. Or social Science, kind of Ah,

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uh, process, which is called Grounded Theory development. And there's a handbook there that you can

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look for if you want to do some more additional research lying around a theory.

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But grounded theory is similar to a learning organization, but it's more structured from a research standpoint and the idea that

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you know

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your your model, your theory, your idea that you have before embarking on this enterprise project or this research effort where the case might be.

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It's a process. It's it's It's a constant comparison of your model with the data that you're observing. And it's a constant comparison of saying this is my hypothesis. This is my model. I'm not doing deductive reasoning or anything like that, but I'm looking at my model. I'm saying, Okay, applying this model.

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Ah,

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as I'm conducting research as I'm executing my project, and I'm constantly asking myself, Does this model fit the data at least as good if not better than existing models

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and was continually doing that? And if the answer it becomes no, then you have to have a course, we have to have the self confidence. But you also have tohave processes in place whereby you can project your model and either develop a new model or use an existing model. But again, you're

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you're just applying this because they assume they're such

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variability within human behavior. In the case of ground, that theory is primarily aimed at human behavior

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in the research space.

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And you it's so unpredictable

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that what you're ultimately doing is building a very flexible process that allows you to continually refine as you address these complex problems. So the

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the challenge is less about

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performing grounded theory, development or performing complex problem modeling.

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It's Maura about culturally within your organization. You might hear the term some cost to use a lot, and what that kind of refers to is the idea that if I've spent $100 million on this thing,

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that money's already gone like there's there's no if I haven't finished, whatever my project is, there's no getting the $100 million back.

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So you when you assess whether that project is viable moving forward,

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you have to really ignore the fact that you've already invested, just talked of money into it

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and look at it with those fresh eyes of saying note. This isn't working. Bam goes to the trash.

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So for those of you that have some experience in and I'll ah, lot of this might sound a little bit familiar with some of the agile methodologies, and it is it is. It is

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away in a mechanism of trying to make your organization more agile, make your eight organization Maur, uh, give a greater appetite to continual data gathering, continual improvement and the idea that all of this is happening at near real time, facilitated by technology.

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But the speed of business is happening faster than it ever has before

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and therefore our problem modeling and are the way we execute these enterprise projects have to change. So rather than feeling a bunch of experts that are really self confident in what they do know, it's more about fielding a bunch of experts that are very interested in learning new information that they don't know

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that would then change their perspective and change the course of the project.

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So the the idea behind complicated or complex

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process modeling and complex strategies is really

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a preventing a level of micromanagement. Remember, we're not using deductive reasoning. We're not using deliberate strategy. We're not doing sort of, ah, top down

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on an execution standpoint. So where I used the military analogy in the last video, I'm gonna use a different analogy and called the what? Who and how? Analogy. So the idea is

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in these enterprise projects, you have really three layers of leadership. You have the highest level, your C suite or your senior leadership and their their job is to determine what right? The vision the

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who owns that vision. What are we going to do? What are we doing? That's a senior level thing.

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Okay, so we've decided what the vision is. We decided what it is that we're going to do

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the next layer, that middle management layer. This is typically where the project manager falls into play is the who You're looking at your resource availability, your talent matrix. Who's the best at what? Who's got the most free time, et cetera, et cetera, And you're looking at

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distributing the responsibility,

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and the work process is out

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to those individuals. So you're not the expert on what? At this point, that's your senior leadership. You're the expert on the who who has the skill set

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within your organization that best meets this particular need.

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And then at the lowest level of leadership,

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you were your technicians, if you will. They're the experts on the technical stuff, so they're the ones that determine the how. And so if you think about it in those layers, you're what figures out what we're gonna do Your high level leadership,

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your middle leadership says, Okay, I know what we're doing.

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You are the best person in the in position to facilitate this. So you're now given the responsibility to accomplish this, this objective of this task,

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and then I'm going to say this other thing goes somebody else and so on. And those individuals become responsible for how they are going to accomplish those objectives. So this is one way to sort of prevent micromanagement

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and really look at it. And even if you look at bigger organizations, that process, you can see almost repeats

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over and over again in, like, super large organizations. Right? So within the U. S. Government, the president decides what we're going to do.

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The various service members of the Joint Chiefs of staff figure out which service is gonna be best facilitated to do it.

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And so one of someone. And it just keeps repeating on down to the lowliest person within that organization. Who is the one that has to figure out how they're going to go about

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digging a foxhole or, you know, whatever the case might be, But that helps prevent micromanagement. One of the funniest kind of a funny story I like to tell

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is early on in my marriage,

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Um,

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I used to get kind of irate and grumpy, um, at my my better half when she would say, I need you to do this. You do the dishes and then I would start doing the dishes and she would tell me, No, I know you're not doing it right. You have to do it this way.

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And so at one point, I kind of finally

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pulled her aside a little bit. And I'm like, Look, you know, I don't have any problem with you telling me what to do,

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And I don't really have any problem with you telling me how to do something that I'm already engaged in. If you have a better idea for how it could get done.

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But it sort of causes my, you know, Irish to get up, if you will, when you tell me what to do

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and then you tell me how to go about doing it, right, so that I think that's something that a lot of us can relate to. And that's kind of what I'm talking about with this top down versus bottom of planning process. So

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if you're using complex process modeling if you're using emergent strategy, you built your learning organization. You have to let those technical folks in those lower level folks,

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um you know,

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due to do the work, achieve the objective

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based on the methods that they feel is best because anything other than that slows down the process so much

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that you're right back to that complicated business process where everything has to be structured. And it's just not fast enough when you're dealing with complex problems, especially those that air facilitated by technology in one way or the other.

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So in summary, we've talked about the various types of business analysis we've talked about, of course, in the previous lesson, complicated process modeling, and this less than we talked about complex process modeling. Unfortunately, I don't have a really cool graphic. That sort of showed you had to do it.

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By definition, it's complex, so it really depends on the situation. But I hope that I've