{"appState":{"pageLoadApiCallsStatus":true},"categoryState":{"relatedCategories":{"headers":{"timestamp":"2023-02-01T16:01:12+00:00"},"categoryId":34255,"data":{"title":"General Business","slug":"general-business","image":{"src":null,"width":0,"height":0},"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"parentCategory":{"categoryId":34225,"title":"Business","slug":"business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"}},"childCategories":[],"description":"Looking for ways to reduce waste in the office? Find answers to this question and more in our general articles on business.","relatedArticles":{"self":"https://dummies-api.dummies.com/v2/articles?category=34255&offset=0&size=5"},"hasArticle":true,"hasBook":true,"articleCount":534,"bookCount":17},"_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"relatedCategoriesLoadedStatus":"success"},"listState":{"list":{"count":10,"total":537,"items":[{"headers":{"creationTime":"2016-03-27T16:49:09+00:00","modifiedTime":"2023-01-10T18:08:38+00:00","timestamp":"2023-01-10T21:01:02+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"title":"Business Analysis For Dummies Cheat Sheet","strippedTitle":"business analysis for dummies cheat sheet","slug":"business-analysis-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Business analysis is a profession, or a set of methods, tools, and techniques, or a role, or a combination of all of these. Your role as a business analyst is c","noIndex":0,"noFollow":0},"content":"Business analysis is a profession, or a set of methods, tools, and techniques, or a role, or a combination of all of these. Your role as a business analyst is critical for successful delivery of value to your customers, whether those customers are external or internal to your organization.\r\n\r\nYou can use business analysis concepts, tools, and technique across your organization to help it to respond quickly and effectively to changes in your world, your environment, your markets, your customer base.\r\n\r\nYou can use business analysis at multiple levels: the strategic level, the initiative level, and the operational level.","description":"Business analysis is a profession, or a set of methods, tools, and techniques, or a role, or a combination of all of these. Your role as a business analyst is critical for successful delivery of value to your customers, whether those customers are external or internal to your organization.\r\n\r\nYou can use business analysis concepts, tools, and technique across your organization to help it to respond quickly and effectively to changes in your world, your environment, your markets, your customer base.\r\n\r\nYou can use business analysis at multiple levels: the strategic level, the initiative level, and the operational level.","blurb":"","authors":[{"authorId":35232,"name":"Ali Cox","slug":"ali-cox","description":"Ali Cox has decades of experience in business analysis, agile, project methodology development and training, and systems development. As lead expert in business analysis and agile for Netmind, she provides training and mentoring for businesses ranging in size from a single team to Fortune 500 companies worldwide.","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/35232"}}],"primaryCategoryTaxonomy":{"categoryId":34255,"title":"General Business","slug":"general-business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":164783,"title":"10 Roles for Business Analysis Professionals","slug":"10-roles-for-business-analysis-professionals","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164783"}},{"articleId":164782,"title":"5 Tips for Conducting a Requirements Review Session","slug":"5-tips-for-conducting-a-requirements-review-session","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164782"}},{"articleId":164781,"title":"Division of Labor in Large Business Analysis Projects","slug":"division-of-labor-in-large-business-analysis-projects","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164781"}},{"articleId":164780,"title":"Maximize the Business Analyst–Project Manager Relationship","slug":"maximize-the-business-analystproject-manager-relationship","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164780"}},{"articleId":164776,"title":"Plan for Contingencies in a Business Analysis Project","slug":"plan-for-contingencies-in-a-business-analysis-project","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164776"}}],"fromCategory":[{"articleId":271244,"title":"Design Thinking: Making Ideas Clear and Tangible","slug":"design-thinking-making-ideas-clear-and-tangible","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271244"}},{"articleId":271238,"title":"Design Thinking: Creativity Techniques","slug":"design-thinking-creativity-techniques","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271238"}},{"articleId":271232,"title":"Design Thinking: The Customer Journey","slug":"design-thinking-the-customer-journey","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271232"}},{"articleId":271227,"title":"Design Thinking: Using an Empathy Map","slug":"design-thinking-using-an-empathy-map","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271227"}},{"articleId":271221,"title":"Design Thinking: Characterizing a Customer Using the Persona Method","slug":"design-thinking-characterizing-a-customer-using-the-persona-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271221"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282030,"slug":"business-analysis-for-dummies","isbn":"9781119912484","categoryList":["business-careers-money","business","general-business"],"amazon":{"default":"https://www.amazon.com/gp/product/1119912482/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119912482/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119912482-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119912482/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119912482/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/business-analysis-for-dummies-2nd-edition-cover-9781119912484-203x255.jpg","width":203,"height":255},"title":"Business Analysis For Dummies, 2nd Edition","testBankPinActivationLink":"","bookOutOfPrint":true,"authorsInfo":"<p><b data-author-id=\"35232\">Ali Cox</b> has decades of experience in business analysis, agile, project methodology development and training, and systems development. As lead expert in business analysis and agile for Netmind, she provides training and mentoring for businesses ranging in size from a single team to Fortune 500 companies worldwide.</p>","authors":[{"authorId":35232,"name":"Ali Cox","slug":"ali-cox","description":"Ali Cox has decades of experience in business analysis, agile, project methodology development and training, and systems development. As lead expert in business analysis and agile for Netmind, she provides training and mentoring for businesses ranging in size from a single team to Fortune 500 companies worldwide.","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/35232"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119912484&quot;]}]\" id=\"du-slot-63bdd20eb70d7\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119912484&quot;]}]\" id=\"du-slot-63bdd20eb8182\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":164317,"title":"Business Analysis: A Basic Project Life Cycle","slug":"business-analysis-a-basic-project-life-cycle","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164317"}},{"articleId":164325,"title":"Business Analysis: 15 Areas for Process Improvement","slug":"business-analysis-15-areas-for-process-improvement","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164325"}},{"articleId":164324,"title":"Performing a Business Impact Analysis for a Project","slug":"performing-a-business-impact-analysis-for-a-project","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164324"}}],"content":[{"title":"Good questions: The heart of business analysis","thumb":null,"image":null,"content":"<p>A good business analyst will ask a lot of questions. Your goal with these questions is to get everyone involved in your project or initiative and to get them all on the same page.</p>\n<p>Consider ways to get the answers to (at least) these questions:</p>\n<ul>\n<li>What organizational needs are you trying to fulfill?</li>\n<li>What do you need to change in your organization to be successful?</li>\n<li>What external forces or changes do you need to respond to be successful?</li>\n<li>Who will be impacted by the change?</li>\n<li>Who needs to be involved in the solution?</li>\n<li>What is the context and the scope of the change and the solution?</li>\n<li>What value will the solution provide? Is it worth the effort?</li>\n</ul>\n"},{"title":"Levels of business analysis","thumb":null,"image":null,"content":"<p>You can look at business analysis from the perspectives of these three levels:</p>\n<ul>\n<li><strong>At the strategic level,</strong> good business analysis can help your organization determine which initiatives should be pursued, based on the current environment. As the business analyst, you help the business evaluate those initiatives against the vision, mission, and goals of the organization. You also help the business respond quickly to change.</li>\n<li><strong>At the initiative level,</strong> you need good business analysis practices to help your organization understand which features should be delivered with an initiative. You help the stakeholders in the organization prioritize its needs so that the initiative will deliver the value expected.</li>\n<li><strong>At the operational level,</strong> you need good business analysis to help the business determine the best processes, policies, procedures, and maybe even the best tools to use to deliver value to the organization.</li>\n</ul>\n<p>If it sounds like business analysis is all around, or should be all around, that’s true. If you are a business analyst, you potentially have many diverse skills, processes, and tasks to fulfill.</p>\n<p>You can use business analysis techniques and methods to help your organization provide useful products or services to your customers, to reduce costs, to pursue innovations, and to tackle tough problems.</p>\n"},{"title":"Basic skills for good business analysis","thumb":null,"image":null,"content":"<p>There are dozens, if not hundreds, of techniques out there to help you perform excellent business analysis. But there are some basic skills you need to hone to be successful with these techniques.</p>\n<h3><strong>Effective communication</strong></h3>\n<p>You must be able to communicate with many different levels and areas in your organization. And, you should be able to deal with diverse personalities. You need to elicit information from your stakeholders efficiently, so you are not wasting their time, and effectively, so you get the correct information. Also, you&#8217;ll need to facilitate meetings and workshops that will drive out decisions and requirements.</p>\n<p>A great way to work on your communication skills is to practice and to get feedback from trusted coworkers. Ask them how your communication is going and what you need to improve to get better at your communication skills.</p>\n<h3><strong>Curiosity</strong></h3>\n<p>Curiosity may have killed the cat, but <em>not</em> being curious could kill your progress at work! Do your research around your project or initiative. Ask a lot of questions, especially about the “whys” and the “whats” of the project or initiative.</p>\n<h3><strong>Time management and organization</strong></h3>\n<p>You will deal with many people and with a lot of information that you will need to make sense of, organize, document, and communicate.</p>\n<h3><strong>Big picture awareness</strong></h3>\n<p>You must be able to help your team or project understand its mission, but also help everyone understand the impact, dependencies, and relationships between the people and projects.</p>\n<p>The macro view is a particularly important skill because you as the BA might be the only person with this crucial perspective. You’re the one who can keep efforts relevant, synergistic, and efficient.</p>\n<h3><strong>Focus on the customer</strong></h3>\n<p>You help your team keep the end customer in mind at all times, whether that customer is internal or external to your organization. You have to make sure that whatever you produce provides value to the customer and to the project you’re working on.</p>\n<h3><strong>Understanding of different approaches to projects</strong></h3>\n<p>Business analysis is key to excellent solutions, whether your project team uses a traditional approach or a more agile approach to developing solutions. Learn to adapt your requirements to the selected approach. With an agile project, you typically build out requirements in very small pieces, and the documentation is less formal than with a traditional project.</p>\n<p>But no matter how you slice it, you still help your project team understand what problem needs to be solved, the risks involved, the impacts to people and systems, and what details are needed to produce the optimal solution and deliver value to your customers.</p>\n"},{"title":"Business analysis involvement in projects","thumb":null,"image":null,"content":"<p>You can use business analysis skills and techniques across the life of a project or an initiative to help drive value for your organization.</p>\n<p>While you can certainly perform the following project activities in a waterfall fashion (performing them one stage at a time), you can also perform them in an iterative approach (performing them in smaller pieces until the solution has delivered the expected value).</p>\n<p>No matter how you approach the project, the following activities are essential, and you can support them with good business analysis practices:</p>\n<h3><strong>Scope and plan the project</strong></h3>\n<p>Your main focus at this stage is to ensure that the entire project team understands the scope and objectives of the project from the organization’s perspective.</p>\n<p>What is the organization trying to achieve? What should the solution deliver for the organization and the customer? The objectives should be clear and measurable.</p>\n<p>Help the team brainstorm the business risks of the project: What could go wrong if you don’t deliver the expected value? Your scope should help everyone understand what the project will and will not do.</p>\n<p>You may be assisting a project manager with the scope and plan at this point. Your support and good questions should help drive a successful startup of the project. Include the business processes that the project will either build out or improve as part of the scope. This will give you your high-level business requirements.</p>\n<h3><strong>Support stakeholders&#8217; needs</strong></h3>\n<p>You need to be able to draw out (elicit) the stakeholders&#8217; needs within the business processes you identified in the scoping stage. These are the processes you will want to help make better, faster, cheaper, or perhaps they are new processes.</p>\n<p>Whatever the situation, elicit the detailed requirements within those processes. Sometimes the processes have existing documentation, but more often than not, documentation either doesn’t exist or isn’t current or coherent!</p>\n<p>Ask good questions regarding any problems within the current process, the data used within the process, the business rules that drive decisions within the process, and the steps or tasks needed to complete the process.</p>\n<h3><strong>Develop a &#8216;picture&#8217; of the solution</strong></h3>\n<p>This picture could be examples, models, drawing, textual documentation, or a combination of all of these. Using the stakeholders needs described above, you will want to facilitate good discussion around the design of the appropriate solution for the organization.</p>\n<p>You will help the team develop the specifications for the solution and ensure that it will deliver the expected value. You will ensure that the specifications of the solution can be traced back to the project scope and objectives.</p>\n<h3><strong>Ensure quality within the solution</strong></h3>\n<p>While some business analysts do help out with testing the final solution, it’s not really the main focus. The best way for you to assist in delivering quality solutions is to ensure that the requirements against which the solution is designed and developed are excellent. This will save time and money, as the higher the quality of the requirements, typically the higher the quality of the solution.</p>\n<p>Good requirements also reduce the amount of spin and rework that can happen in design and development.</p>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0},"sponsorAd":"","sponsorEbookTitle":"","sponsorEbookLink":"","sponsorEbookImage":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2023-01-10T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":207913},{"headers":{"creationTime":"2016-03-26T14:16:34+00:00","modifiedTime":"2022-09-22T18:09:11+00:00","timestamp":"2022-09-22T19:20:50+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"title":"The Different Types of Business Analysis Projects","strippedTitle":"the different types of business analysis projects","slug":"business-analysis-project-types-data-warehouse-process-improvement-infrastructure-and-web-development","canonicalUrl":"","seo":{"metaDescription":"Here's an overview of business analysis project types, including data warehouse, process improvement, infrastructure, and web development.","noIndex":0,"noFollow":0},"content":"In the business analysis profession, there is no one-size-fits-all solution. As you develop your project type, you need to know all the tools available to you; think through all the variables related to the people, project characteristics, and the process; and then determine what tasks you need to complete.\r\n<h2 id=\"tab1\" >Data warehouse projects</h2>\r\nA <i>data warehouse</i> is a solution that brings together information from diverse sources and puts it in a format that stakeholders can easily access when making complex business decisions. A data warehouse supports a company’s tactical and strategic goals.\r\n\r\nData warehouses are useful for trend analysis, forecasting, competitive analysis, and targeted market research. Data is often summarized by specific subject area, function, department, geographic region, time period, or all of these.\r\n\r\nMost data warehouse projects fall into the “large project” category and result in a substantial project planning effort for you as the business analyst. These projects often have a company-wide focus. The business priority for the project depends on what critical decisions need to be made to address a business threat or opportunity.\r\n\r\nInclude these types of tasks in your data warehouse project work plan:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Identifying what information the data warehouse must contain, identifying who should have access to it, and making sure users have the right level of access.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Identifying and prioritizing subject areas to be implemented.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Managing the scope of each subject area iteration or release.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Validating the data accuracy and consistency during the extract/transform/load (ETL) process.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Defining the correct level of data summarization.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Establishing a data refresh schedule that’s consistent with business needs, timing, and cycles.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Researching and reviewing available commercial off-the-shelf (COTS) business intelligence tools used for complex reporting.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Planning for a user-friendly, powerful desktop query tool for users to access data without IT assistance.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Planning for the user training and support needed to learn how to use tools and access data.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Ensuring thorough testing is done prior to user acceptance testing (UAT).</p>\r\n</li>\r\n</ul>\r\n<h2 id=\"tab2\" >Process improvement projects</h2>\r\nCompanies find competitive advantages by looking closely at their business processes and determining whether they need to improve their business operations. Depending on the changes to be made, those changes may occur in small segments over a long period of time (<i>evolutionary changes</i>) or may be made at one time (<i>revolutionary changes</i>).\r\n\r\nAs a business analyst, your evaluation of the business process may result in a recommendation for software changes, procedural changes, organizational changes, or personnel changes.\r\n\r\nThe tasks you perform when completing a process improvement project include analyzing the current process, capturing metrics as a baseline, identifying the problems, and identifying solutions that fix those problems to achieve better performance.\r\n\r\n<i>Reengineering</i> — another approach to changing a business process — happens when you start from scratch to ask what the organization needs in order to succeed instead of fixing something that already exists. You ignore current roles, <i>silos</i> (compartmentalized departments in organizations), and outdated business rules, and challenge assumptions to create enterprise-wide changes. Reengineering implies that you’re innovating dramatically to design new, streamlined processes.\r\n\r\nTasks related to process reengineering projects include the following:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Performing root cause analysis to find out the real problem that exists within the business</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Brainstorming with the project team alternative approaches to address the problem area</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Choosing the best approach that solves the business problem</p>\r\n</li>\r\n</ul>\r\n<h2 id=\"tab3\" >Infrastructure projects</h2>\r\n<i>Infrastructure projects</i> are internal technical upgrades that impact systems, hardware, platforms, or tools in order to improve the technology that supports the business and the information technology (IT) efforts. Typically, these projects are called <i>IT projects</i> because they’re driven and sponsored by IT departments.\r\n\r\nTasks to include on your work plan include the following:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Assessing how software interface changes (even small ones) may impact usability</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Assessing how the project may impact user productivity and whether training may be required</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Determining whether any change to a work process needs to be made based on the project</p>\r\n</li>\r\n</ul>\r\nWith infrastructure projects, the changes often affect stakeholders, external customers, or suppliers. Business analysts are involved to manage requirements and expectations of these changes among all project stakeholders. Here are some things to keep in mind:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Business analysts sometimes underestimate or miscommunicate business impact, technical risks, and priorities, so be careful. In particular, don’t forget about implementation considerations and transition requirements (user training, timing, and support).</p>\r\n<p class=\"child-para Remember\">Although infrastructure projects aren’t intended to change user functionality, user productivity often decreases during the learning curve as users get used to the new elements.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Because these projects are technology improvements, they may often be delayed to make room for more business-critical efforts, assuming their delay doesn’t significantly impact the business.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">These projects may be initiated because vendor support is no longer available.</p>\r\n</li>\r\n</ul>\r\n<h2 id=\"tab4\" >Web development projects</h2>\r\nIn today’s environment, many users expect feature-rich websites and applications accessible from anywhere with any web browser. They also expect functions to be delivered in short time frames. Think about the applications you use today, like online banking, social media, and shopping websites.\r\n\r\n<i>W</i><i>eb</i><i> development projects</i> are customer-facing web applications that are targeted at consumers and are available inside or outside the organization. As such, they require some special considerations in your work plan.\r\n\r\nWhen planning for this type of project, make sure to prioritize the features and functions. Doing so allows the team to work on and implement the highest value features first. Using an <i>agile</i> approach (building a highly skilled, tightly knit, self-managed, and collocated team that stays with the project from beginning to end and delivers software quickly) works well for these types of projects.\r\n\r\nKey stakeholders involved in these projects include usability experts, marketing product owners, and a customer representative or surrogate representative, such as marketing or business analyst.\r\n\r\nThe following are some tasks to include on a web development work plan:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Eliciting usability and security requirements</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Use cases, user stories, wireframes, prototypes, and simulations</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Testing activities like UAT</p>\r\n</li>\r\n</ul>","description":"In the business analysis profession, there is no one-size-fits-all solution. As you develop your project type, you need to know all the tools available to you; think through all the variables related to the people, project characteristics, and the process; and then determine what tasks you need to complete.\r\n<h2 id=\"tab1\" >Data warehouse projects</h2>\r\nA <i>data warehouse</i> is a solution that brings together information from diverse sources and puts it in a format that stakeholders can easily access when making complex business decisions. A data warehouse supports a company’s tactical and strategic goals.\r\n\r\nData warehouses are useful for trend analysis, forecasting, competitive analysis, and targeted market research. Data is often summarized by specific subject area, function, department, geographic region, time period, or all of these.\r\n\r\nMost data warehouse projects fall into the “large project” category and result in a substantial project planning effort for you as the business analyst. These projects often have a company-wide focus. The business priority for the project depends on what critical decisions need to be made to address a business threat or opportunity.\r\n\r\nInclude these types of tasks in your data warehouse project work plan:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Identifying what information the data warehouse must contain, identifying who should have access to it, and making sure users have the right level of access.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Identifying and prioritizing subject areas to be implemented.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Managing the scope of each subject area iteration or release.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Validating the data accuracy and consistency during the extract/transform/load (ETL) process.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Defining the correct level of data summarization.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Establishing a data refresh schedule that’s consistent with business needs, timing, and cycles.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Researching and reviewing available commercial off-the-shelf (COTS) business intelligence tools used for complex reporting.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Planning for a user-friendly, powerful desktop query tool for users to access data without IT assistance.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Planning for the user training and support needed to learn how to use tools and access data.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Ensuring thorough testing is done prior to user acceptance testing (UAT).</p>\r\n</li>\r\n</ul>\r\n<h2 id=\"tab2\" >Process improvement projects</h2>\r\nCompanies find competitive advantages by looking closely at their business processes and determining whether they need to improve their business operations. Depending on the changes to be made, those changes may occur in small segments over a long period of time (<i>evolutionary changes</i>) or may be made at one time (<i>revolutionary changes</i>).\r\n\r\nAs a business analyst, your evaluation of the business process may result in a recommendation for software changes, procedural changes, organizational changes, or personnel changes.\r\n\r\nThe tasks you perform when completing a process improvement project include analyzing the current process, capturing metrics as a baseline, identifying the problems, and identifying solutions that fix those problems to achieve better performance.\r\n\r\n<i>Reengineering</i> — another approach to changing a business process — happens when you start from scratch to ask what the organization needs in order to succeed instead of fixing something that already exists. You ignore current roles, <i>silos</i> (compartmentalized departments in organizations), and outdated business rules, and challenge assumptions to create enterprise-wide changes. Reengineering implies that you’re innovating dramatically to design new, streamlined processes.\r\n\r\nTasks related to process reengineering projects include the following:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Performing root cause analysis to find out the real problem that exists within the business</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Brainstorming with the project team alternative approaches to address the problem area</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Choosing the best approach that solves the business problem</p>\r\n</li>\r\n</ul>\r\n<h2 id=\"tab3\" >Infrastructure projects</h2>\r\n<i>Infrastructure projects</i> are internal technical upgrades that impact systems, hardware, platforms, or tools in order to improve the technology that supports the business and the information technology (IT) efforts. Typically, these projects are called <i>IT projects</i> because they’re driven and sponsored by IT departments.\r\n\r\nTasks to include on your work plan include the following:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Assessing how software interface changes (even small ones) may impact usability</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Assessing how the project may impact user productivity and whether training may be required</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Determining whether any change to a work process needs to be made based on the project</p>\r\n</li>\r\n</ul>\r\nWith infrastructure projects, the changes often affect stakeholders, external customers, or suppliers. Business analysts are involved to manage requirements and expectations of these changes among all project stakeholders. Here are some things to keep in mind:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Business analysts sometimes underestimate or miscommunicate business impact, technical risks, and priorities, so be careful. In particular, don’t forget about implementation considerations and transition requirements (user training, timing, and support).</p>\r\n<p class=\"child-para Remember\">Although infrastructure projects aren’t intended to change user functionality, user productivity often decreases during the learning curve as users get used to the new elements.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Because these projects are technology improvements, they may often be delayed to make room for more business-critical efforts, assuming their delay doesn’t significantly impact the business.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">These projects may be initiated because vendor support is no longer available.</p>\r\n</li>\r\n</ul>\r\n<h2 id=\"tab4\" >Web development projects</h2>\r\nIn today’s environment, many users expect feature-rich websites and applications accessible from anywhere with any web browser. They also expect functions to be delivered in short time frames. Think about the applications you use today, like online banking, social media, and shopping websites.\r\n\r\n<i>W</i><i>eb</i><i> development projects</i> are customer-facing web applications that are targeted at consumers and are available inside or outside the organization. As such, they require some special considerations in your work plan.\r\n\r\nWhen planning for this type of project, make sure to prioritize the features and functions. Doing so allows the team to work on and implement the highest value features first. Using an <i>agile</i> approach (building a highly skilled, tightly knit, self-managed, and collocated team that stays with the project from beginning to end and delivers software quickly) works well for these types of projects.\r\n\r\nKey stakeholders involved in these projects include usability experts, marketing product owners, and a customer representative or surrogate representative, such as marketing or business analyst.\r\n\r\nThe following are some tasks to include on a web development work plan:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Eliciting usability and security requirements</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Use cases, user stories, wireframes, prototypes, and simulations</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Testing activities like UAT</p>\r\n</li>\r\n</ul>","blurb":"","authors":[{"authorId":9590,"name":"Kupe Kupersmith","slug":"kupe-kupersmith","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9590"}},{"authorId":9591,"name":"Paul Mulvey","slug":"paul-mulvey","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9591"}},{"authorId":9592,"name":"Kate McGoey","slug":"kate-mcgoey","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9592"}}],"primaryCategoryTaxonomy":{"categoryId":34255,"title":"General Business","slug":"general-business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[{"label":"Data warehouse projects","target":"#tab1"},{"label":"Process improvement projects","target":"#tab2"},{"label":"Infrastructure projects","target":"#tab3"},{"label":"Web development projects","target":"#tab4"}],"relatedArticles":{"fromBook":[{"articleId":207913,"title":"Business Analysis For Dummies Cheat Sheet","slug":"business-analysis-for-dummies-cheat-sheet","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/207913"}},{"articleId":164783,"title":"10 Roles for Business Analysis Professionals","slug":"10-roles-for-business-analysis-professionals","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164783"}},{"articleId":164782,"title":"5 Tips for Conducting a Requirements Review Session","slug":"5-tips-for-conducting-a-requirements-review-session","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164782"}},{"articleId":164781,"title":"Division of Labor in Large Business Analysis Projects","slug":"division-of-labor-in-large-business-analysis-projects","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164781"}},{"articleId":164780,"title":"Maximize the Business Analyst–Project Manager Relationship","slug":"maximize-the-business-analystproject-manager-relationship","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164780"}}],"fromCategory":[{"articleId":271244,"title":"Design Thinking: Making Ideas Clear and Tangible","slug":"design-thinking-making-ideas-clear-and-tangible","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271244"}},{"articleId":271238,"title":"Design Thinking: Creativity Techniques","slug":"design-thinking-creativity-techniques","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271238"}},{"articleId":271232,"title":"Design Thinking: The Customer Journey","slug":"design-thinking-the-customer-journey","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271232"}},{"articleId":271227,"title":"Design Thinking: Using an Empathy Map","slug":"design-thinking-using-an-empathy-map","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271227"}},{"articleId":271221,"title":"Design Thinking: Characterizing a Customer Using the Persona Method","slug":"design-thinking-characterizing-a-customer-using-the-persona-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271221"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282030,"slug":"business-analysis-for-dummies","isbn":"9781118510582","categoryList":["business-careers-money","business","general-business"],"amazon":{"default":"https://www.amazon.com/gp/product/1118510585/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1118510585/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1118510585-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1118510585/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1118510585/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/business-analysis-for-dummies-cover-9781118510582-203x255.jpg","width":203,"height":255},"title":"Business Analysis For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"<p><b data-author-id=\"9591\">Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","authors":[{"authorId":9590,"name":"Kupe Kupersmith","slug":"kupe-kupersmith","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9590"}},{"authorId":9591,"name":"Paul Mulvey","slug":"paul-mulvey","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9591"}},{"authorId":9592,"name":"Kate McGoey","slug":"kate-mcgoey","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9592"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781118510582&quot;]}]\" id=\"du-slot-632cb5923c34d\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781118510582&quot;]}]\" id=\"du-slot-632cb5923c887\"></div></div>"},"articleType":{"articleType":"Articles","articleList":null,"content":null,"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0},"sponsorAd":"","sponsorEbookTitle":"","sponsorEbookLink":"","sponsorEbookImage":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Five years","lifeExpectancySetFrom":"2022-09-22T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":162474},{"headers":{"creationTime":"2016-03-26T14:16:27+00:00","modifiedTime":"2022-09-22T16:16:44+00:00","timestamp":"2022-09-22T18:01:03+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"title":"How to Use a Text-Based Data Flow Diagram in Your Business Analysis Report","strippedTitle":"how to use a text-based data flow diagram in your business analysis report","slug":"how-to-use-data-flow-diagrams-and-external-interactions-textual-templates-in-your-business-analysis-report","canonicalUrl":"","seo":{"metaDescription":"Learn how to use an external interaction textual template (a text-based data flow diagram) in your business analysis report.","noIndex":0,"noFollow":0},"content":"The data flow diagram is a helpful diagram for business analysts that shows the parties and systems involved with a particular process, as well as the data and interfaces involved when dealing with <i>external agents</i> (those parties or systems that exchange information with the project but over which your project has no control). It’s most commonly used for the project level context diagram (or scope diagram).\r\n\r\nAlthough the data flow diagram is a graphic, as the name suggests, you can also use a text-based version called the <i>e</i><i>xternal </i><i>i</i><i>nteraction </i><i>t</i><i>extual </i><i>t</i><i>emplate.</i>\r\n<p class=\"Remember\">You use these techniques to analyze and communicate. If text communicates better to your stakeholders, use the textual template rather than the diagram.</p>\r\n\r\n<h2 id=\"tab1\" >Introduction to data flow diagrams for business analysis</h2>\r\nThe data flow diagram consists of three basic symbols: circles, curved lines, and rectangles. Each symbol represents something different:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\"><b>Circles: </b>The circles represent the process (or the function) that actually works to transform inputs into outputs. In the example below, the process involves taking in all the information from the guest (input) and sending it off to the reservation system (output).</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Curved lines: </b>The curved lines represent the data flowing into and out of the process. These bits of data aren’t detailed data elements but rather a conglomeration of data called <i>net flow.</i> In the example, dates coming from the guest into the process are arrival and departure dates (including times), but instead of getting that detailed, the diagram simply summarizes them as “dates.”</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Rectangular boxes: </b>The rectangular boxes represent external agents that are sources or recipients of data. Your project has no control over how these sources execute their internal processes (their work), and the project can only send data to and receive it from them.</p>\r\n<p class=\"child-para\">For example, you have no idea how the reservation system processes its data, but based on what you send the system, you get the availability and price information from it.</p>\r\n\r\n<div class=\"imageBlock\" style=\"width: 535px;\">\r\n\r\n<img src=\"https://www.dummies.com/wp-content/uploads/390496.image0.jpg\" alt=\"[Credit: Illustration by Wiley, Composition Services Graphics]\" width=\"535\" height=\"310\" />\r\n<div class=\"imageCredit\">Credit: Illustration by Wiley, Composition Services Graphics</div>\r\n</div></li>\r\n</ul>\r\nHere are some examples of when you should apply this technique:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">When identifying stakeholders (those external agents!)</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">When scoping your project and figuring out your boundaries</p>\r\n</li>\r\n</ul>\r\nLike any analysis method, data flow diagrams have advantages and disadvantages. In the advantages column is the fact that the diagram is a very clear way to show the scope boundaries for the project so that everyone is on the same page with regard to the area being analyzed (the scope). It also highlights the items that aren’t part of scope and can be documented as “out of scope.”\r\n\r\nThe disadvantages primarily have to do with reader understanding:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">The diagram doesn’t show sequence, so some businesspeople may have a hard time following it.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">The diagram presents the data flowing into and out of the project at a rather high level. It doesn’t show all the data elements, which may be problematic for detail-oriented folks.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">The data flow has kind of fallen out of favor because, outside the scope diagram, businesspeople don’t relate to the many levels of the data flow diagram. They prefer a workflow.</p>\r\n</li>\r\n</ul>\r\nHere’s how to create a data flow diagram:\r\n<ol class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Identify the process you’re documenting (the circle in the middle of the diagram).</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Identify all the parties and systems (the rectangles) involved in the process.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Elicit from the stakeholders the data (the curved lines) flowing among the parties, the systems, and the process.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Have the stakeholders validate your diagram.</p>\r\n</li>\r\n</ol>\r\n<h2 id=\"tab2\" >The external interaction textual template for business analysis</h2>\r\nAn external interaction textual template may sound complicated, but it’s really not. You use the same information you’d use for a data flow diagram but present it in a text table rather than a graphic. A textual representation may be preferable when your stakeholders don’t understand the diagram or when teaching them how to read it takes too much time.\r\n\r\nYou can see that the left-hand column lists the external agents (the rectangles on the data flow diagram), and the middle and right-hand columns list the data itself (the curved lines on the diagram).\r\n<div class=\"imageBlock\" style=\"width: 535px;\">\r\n\r\n<img src=\"https://www.dummies.com/wp-content/uploads/390497.image1.jpg\" alt=\"[Credit: Illustration by Wiley, Composition Services Graphics]\" width=\"535\" height=\"256\" />\r\n<div class=\"imageCredit\">Credit: Illustration by Wiley, Composition Services Graphics</div>\r\n</div>","description":"The data flow diagram is a helpful diagram for business analysts that shows the parties and systems involved with a particular process, as well as the data and interfaces involved when dealing with <i>external agents</i> (those parties or systems that exchange information with the project but over which your project has no control). It’s most commonly used for the project level context diagram (or scope diagram).\r\n\r\nAlthough the data flow diagram is a graphic, as the name suggests, you can also use a text-based version called the <i>e</i><i>xternal </i><i>i</i><i>nteraction </i><i>t</i><i>extual </i><i>t</i><i>emplate.</i>\r\n<p class=\"Remember\">You use these techniques to analyze and communicate. If text communicates better to your stakeholders, use the textual template rather than the diagram.</p>\r\n\r\n<h2 id=\"tab1\" >Introduction to data flow diagrams for business analysis</h2>\r\nThe data flow diagram consists of three basic symbols: circles, curved lines, and rectangles. Each symbol represents something different:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\"><b>Circles: </b>The circles represent the process (or the function) that actually works to transform inputs into outputs. In the example below, the process involves taking in all the information from the guest (input) and sending it off to the reservation system (output).</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Curved lines: </b>The curved lines represent the data flowing into and out of the process. These bits of data aren’t detailed data elements but rather a conglomeration of data called <i>net flow.</i> In the example, dates coming from the guest into the process are arrival and departure dates (including times), but instead of getting that detailed, the diagram simply summarizes them as “dates.”</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Rectangular boxes: </b>The rectangular boxes represent external agents that are sources or recipients of data. Your project has no control over how these sources execute their internal processes (their work), and the project can only send data to and receive it from them.</p>\r\n<p class=\"child-para\">For example, you have no idea how the reservation system processes its data, but based on what you send the system, you get the availability and price information from it.</p>\r\n\r\n<div class=\"imageBlock\" style=\"width: 535px;\">\r\n\r\n<img src=\"https://www.dummies.com/wp-content/uploads/390496.image0.jpg\" alt=\"[Credit: Illustration by Wiley, Composition Services Graphics]\" width=\"535\" height=\"310\" />\r\n<div class=\"imageCredit\">Credit: Illustration by Wiley, Composition Services Graphics</div>\r\n</div></li>\r\n</ul>\r\nHere are some examples of when you should apply this technique:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">When identifying stakeholders (those external agents!)</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">When scoping your project and figuring out your boundaries</p>\r\n</li>\r\n</ul>\r\nLike any analysis method, data flow diagrams have advantages and disadvantages. In the advantages column is the fact that the diagram is a very clear way to show the scope boundaries for the project so that everyone is on the same page with regard to the area being analyzed (the scope). It also highlights the items that aren’t part of scope and can be documented as “out of scope.”\r\n\r\nThe disadvantages primarily have to do with reader understanding:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">The diagram doesn’t show sequence, so some businesspeople may have a hard time following it.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">The diagram presents the data flowing into and out of the project at a rather high level. It doesn’t show all the data elements, which may be problematic for detail-oriented folks.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">The data flow has kind of fallen out of favor because, outside the scope diagram, businesspeople don’t relate to the many levels of the data flow diagram. They prefer a workflow.</p>\r\n</li>\r\n</ul>\r\nHere’s how to create a data flow diagram:\r\n<ol class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\">Identify the process you’re documenting (the circle in the middle of the diagram).</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Identify all the parties and systems (the rectangles) involved in the process.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Elicit from the stakeholders the data (the curved lines) flowing among the parties, the systems, and the process.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Have the stakeholders validate your diagram.</p>\r\n</li>\r\n</ol>\r\n<h2 id=\"tab2\" >The external interaction textual template for business analysis</h2>\r\nAn external interaction textual template may sound complicated, but it’s really not. You use the same information you’d use for a data flow diagram but present it in a text table rather than a graphic. A textual representation may be preferable when your stakeholders don’t understand the diagram or when teaching them how to read it takes too much time.\r\n\r\nYou can see that the left-hand column lists the external agents (the rectangles on the data flow diagram), and the middle and right-hand columns list the data itself (the curved lines on the diagram).\r\n<div class=\"imageBlock\" style=\"width: 535px;\">\r\n\r\n<img src=\"https://www.dummies.com/wp-content/uploads/390497.image1.jpg\" alt=\"[Credit: Illustration by Wiley, Composition Services Graphics]\" width=\"535\" height=\"256\" />\r\n<div class=\"imageCredit\">Credit: Illustration by Wiley, Composition Services Graphics</div>\r\n</div>","blurb":"","authors":[{"authorId":9590,"name":"Kupe Kupersmith","slug":"kupe-kupersmith","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9590"}},{"authorId":9591,"name":"Paul Mulvey","slug":"paul-mulvey","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9591"}},{"authorId":9592,"name":"Kate McGoey","slug":"kate-mcgoey","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9592"}}],"primaryCategoryTaxonomy":{"categoryId":34255,"title":"General Business","slug":"general-business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[{"label":"Introduction to data flow diagrams for business analysis","target":"#tab1"},{"label":"The external interaction textual template for business analysis","target":"#tab2"}],"relatedArticles":{"fromBook":[{"articleId":207913,"title":"Business Analysis For Dummies Cheat Sheet","slug":"business-analysis-for-dummies-cheat-sheet","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/207913"}},{"articleId":164783,"title":"10 Roles for Business Analysis Professionals","slug":"10-roles-for-business-analysis-professionals","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164783"}},{"articleId":164782,"title":"5 Tips for Conducting a Requirements Review Session","slug":"5-tips-for-conducting-a-requirements-review-session","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164782"}},{"articleId":164781,"title":"Division of Labor in Large Business Analysis Projects","slug":"division-of-labor-in-large-business-analysis-projects","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164781"}},{"articleId":164780,"title":"Maximize the Business Analyst–Project Manager Relationship","slug":"maximize-the-business-analystproject-manager-relationship","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/164780"}}],"fromCategory":[{"articleId":271244,"title":"Design Thinking: Making Ideas Clear and Tangible","slug":"design-thinking-making-ideas-clear-and-tangible","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271244"}},{"articleId":271238,"title":"Design Thinking: Creativity Techniques","slug":"design-thinking-creativity-techniques","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271238"}},{"articleId":271232,"title":"Design Thinking: The Customer Journey","slug":"design-thinking-the-customer-journey","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271232"}},{"articleId":271227,"title":"Design Thinking: Using an Empathy Map","slug":"design-thinking-using-an-empathy-map","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271227"}},{"articleId":271221,"title":"Design Thinking: Characterizing a Customer Using the Persona Method","slug":"design-thinking-characterizing-a-customer-using-the-persona-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271221"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282030,"slug":"business-analysis-for-dummies","isbn":"9781118510582","categoryList":["business-careers-money","business","general-business"],"amazon":{"default":"https://www.amazon.com/gp/product/1118510585/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1118510585/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1118510585-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1118510585/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1118510585/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/business-analysis-for-dummies-cover-9781118510582-203x255.jpg","width":203,"height":255},"title":"Business Analysis For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"<p><b data-author-id=\"9591\">Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","authors":[{"authorId":9590,"name":"Kupe Kupersmith","slug":"kupe-kupersmith","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9590"}},{"authorId":9591,"name":"Paul Mulvey","slug":"paul-mulvey","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9591"}},{"authorId":9592,"name":"Kate McGoey","slug":"kate-mcgoey","description":" <p><b>Paul Mulvey, CBAP</b>, Director, Client Solutions, B2T Training, has been involved in business analysis since 1995. Kate McGoey, Director, Client Solutions, B2T Training, has more than 20 years' experience in application development and life cycle processes business. Kupe Kupersmith, CBAP, President of B2T Training, possesses more than 14 years of experience in software systems development. He serves as a mentor for business analysis professionals.</p> <p><a href=\"https://www.b2ttraining.com/about-us\">https://www.b2ttraining.com/about-us</a></p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9592"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781118510582&quot;]}]\" id=\"du-slot-632ca2df3eed4\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781118510582&quot;]}]\" id=\"du-slot-632ca2df3f77f\"></div></div>"},"articleType":{"articleType":"Articles","articleList":null,"content":null,"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0},"sponsorAd":"","sponsorEbookTitle":"","sponsorEbookLink":"","sponsorEbookImage":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Five years","lifeExpectancySetFrom":"2022-09-22T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":162463},{"headers":{"creationTime":"2016-03-26T10:56:06+00:00","modifiedTime":"2022-09-21T21:25:38+00:00","timestamp":"2022-09-22T00:01:02+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"title":"5 Steps to Faster, More Informed Decisions","strippedTitle":"5 steps to faster, more informed decisions","slug":"5-steps-to-faster-more-informed-decisions","canonicalUrl":"","seo":{"metaDescription":"Learn how to make important decisions faster, even when you're facing a vast amount of information. Use these five steps.","noIndex":0,"noFollow":0},"content":"Can you make decisions swiftly and confidently when vast amounts of data cross your desk and inbox every day? How do you prioritize and rapidly respond in the midst of changing conditions? Well, you use the skills you already possess but may not be tapping into.\r\n\r\nHere's an interesting correlation: The way you process information as you drive a vehicle works for making an informed decision, as well. If you drive well enough to be 98 percent accident-free, chances are you're already a master of processing tons of data at high speed: You select pertinent information almost automatically and then use the information quickly and accurately. If you apply that innate skill to your decision-making, you can make informed business decisions without second guessing yourself.\r\n\r\nTo sort from a sea of information, do the following.\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\"><b>Focus on the outcome.</b></p>\r\n<p class=\"child-para\">Being clear about the end point does two things:</p>\r\n\r\n<ul class=\"level-two\">\r\n \t<li>\r\n<p class=\"first-para\">Provides guidance for your intuition, enabling you to sift through all the available information to select what's important for the decision you need to make</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Gives you a solid anchor for your decisions that can accommodate opposing facts and perspectives</p>\r\n</li>\r\n</ul>\r\n<p class=\"child-para\">If, for example, the end point is to stay under budget, then your decision and the data you use to inform your decision will be filtered based on that. If the end point is to produce a product that meets customers' unstated needs, then all the available information will be filtered using that criterion. <i>The outcome anchors your decision making.</i></p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Stop mentally concentrating on the issues and let your subconscious do the work for you.</b></p>\r\n<p class=\"child-para\">Your subconscious is faster than your conscious mind, and it works automatically when your focus is clear. When you turn the issue over to your subconscious, you gain speed and accuracy.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Question and expose the beliefs you use to interpret how the world works.</b></p>\r\n<p class=\"child-para\">Beliefs, otherwise known as <i>mental models</i> — things you believe to be true but that may not actually reflect a widened view of reality — filter reality to confirm your previous experiences.</p>\r\n<p class=\"child-para\">Questioning your beliefs permits you to improve the accuracy of your analysis, jettison past connotations, and open up new possibilities.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Observe your emotions.</b></p>\r\n<p class=\"child-para\">Step back to gain perspective and quiet the mental chatter so that you can accurately hear your inner voice. You'll gain a wider view of the situation and be able to see alternatives.</p>\r\n<p class=\"child-para Remember\">It's really easy to fall prey to doubt or to rationalize your decision. If you're feeling fearful, you may think you have only one option or no options. In climates of high fear, when the rational dominates, making an informed decision requires that you achieve a calmer state of mind so that you can access your higher mental and intuitive functioning.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>After you analyze and review your options, select your decision, but before you commit, check in on how you feel about the option you've selected.</b></p>\r\n<p class=\"child-para\">Call it a heart check. Even when the solution is a totally new approach, you need to feel at peace with it.</p>\r\n</li>\r\n</ul>\r\nMaking an informed decision requires that you work with both facts (actual data) and emotional information, and that you take steps to mitigate the effect of ingrained bias. Doing so requires that you commit to mastering all your senses and intelligences so that, in chaotic decision-making environments, you'll be able to balance data with open-minded experimentation and stay sensitive to cues that other decision-makers will miss.","description":"Can you make decisions swiftly and confidently when vast amounts of data cross your desk and inbox every day? How do you prioritize and rapidly respond in the midst of changing conditions? Well, you use the skills you already possess but may not be tapping into.\r\n\r\nHere's an interesting correlation: The way you process information as you drive a vehicle works for making an informed decision, as well. If you drive well enough to be 98 percent accident-free, chances are you're already a master of processing tons of data at high speed: You select pertinent information almost automatically and then use the information quickly and accurately. If you apply that innate skill to your decision-making, you can make informed business decisions without second guessing yourself.\r\n\r\nTo sort from a sea of information, do the following.\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\"><b>Focus on the outcome.</b></p>\r\n<p class=\"child-para\">Being clear about the end point does two things:</p>\r\n\r\n<ul class=\"level-two\">\r\n \t<li>\r\n<p class=\"first-para\">Provides guidance for your intuition, enabling you to sift through all the available information to select what's important for the decision you need to make</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\">Gives you a solid anchor for your decisions that can accommodate opposing facts and perspectives</p>\r\n</li>\r\n</ul>\r\n<p class=\"child-para\">If, for example, the end point is to stay under budget, then your decision and the data you use to inform your decision will be filtered based on that. If the end point is to produce a product that meets customers' unstated needs, then all the available information will be filtered using that criterion. <i>The outcome anchors your decision making.</i></p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Stop mentally concentrating on the issues and let your subconscious do the work for you.</b></p>\r\n<p class=\"child-para\">Your subconscious is faster than your conscious mind, and it works automatically when your focus is clear. When you turn the issue over to your subconscious, you gain speed and accuracy.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Question and expose the beliefs you use to interpret how the world works.</b></p>\r\n<p class=\"child-para\">Beliefs, otherwise known as <i>mental models</i> — things you believe to be true but that may not actually reflect a widened view of reality — filter reality to confirm your previous experiences.</p>\r\n<p class=\"child-para\">Questioning your beliefs permits you to improve the accuracy of your analysis, jettison past connotations, and open up new possibilities.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Observe your emotions.</b></p>\r\n<p class=\"child-para\">Step back to gain perspective and quiet the mental chatter so that you can accurately hear your inner voice. You'll gain a wider view of the situation and be able to see alternatives.</p>\r\n<p class=\"child-para Remember\">It's really easy to fall prey to doubt or to rationalize your decision. If you're feeling fearful, you may think you have only one option or no options. In climates of high fear, when the rational dominates, making an informed decision requires that you achieve a calmer state of mind so that you can access your higher mental and intuitive functioning.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>After you analyze and review your options, select your decision, but before you commit, check in on how you feel about the option you've selected.</b></p>\r\n<p class=\"child-para\">Call it a heart check. Even when the solution is a totally new approach, you need to feel at peace with it.</p>\r\n</li>\r\n</ul>\r\nMaking an informed decision requires that you work with both facts (actual data) and emotional information, and that you take steps to mitigate the effect of ingrained bias. Doing so requires that you commit to mastering all your senses and intelligences so that, in chaotic decision-making environments, you'll be able to balance data with open-minded experimentation and stay sensitive to cues that other decision-makers will miss.","blurb":"","authors":[{"authorId":9351,"name":"Dawna Jones","slug":"dawna-jones","description":" <p><b>Dawna Jones</b> generates imaginative insights and applies 25 years experience in helping businesses and organizations make bold decisions. She co&#45;designs the future of organizations, transforming them from &#34;business&#45;as&#45;usual&#34; to inclusive cultures of prosperity. ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9351"}}],"primaryCategoryTaxonomy":{"categoryId":34255,"title":"General Business","slug":"general-business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":207644,"title":"Decision Making For Dummies Cheat Sheet","slug":"decision-making-for-dummies-cheat-sheet","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/207644"}},{"articleId":149190,"title":"Incorporating Core Values into Decision-Making","slug":"incorporating-core-values-into-decision-making","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149190"}},{"articleId":149189,"title":"11 Questions that Help You Communicate Decisions Effectively","slug":"11-questions-that-help-you-communicate-decisions-effectively","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149189"}},{"articleId":149133,"title":"10 Secrets to Making Successful Decisions","slug":"10-secrets-to-making-successful-decisions","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149133"}},{"articleId":149134,"title":"5 Ways Managers Can Also Be Leaders","slug":"5-ways-managers-can-also-be-leaders","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149134"}}],"fromCategory":[{"articleId":271244,"title":"Design Thinking: Making Ideas Clear and Tangible","slug":"design-thinking-making-ideas-clear-and-tangible","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271244"}},{"articleId":271238,"title":"Design Thinking: Creativity Techniques","slug":"design-thinking-creativity-techniques","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271238"}},{"articleId":271232,"title":"Design Thinking: The Customer Journey","slug":"design-thinking-the-customer-journey","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271232"}},{"articleId":271227,"title":"Design Thinking: Using an Empathy Map","slug":"design-thinking-using-an-empathy-map","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271227"}},{"articleId":271221,"title":"Design Thinking: Characterizing a Customer Using the Persona Method","slug":"design-thinking-characterizing-a-customer-using-the-persona-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271221"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282139,"slug":"decision-making-for-dummies","isbn":"9781118833667","categoryList":["business-careers-money","business","general-business"],"amazon":{"default":"https://www.amazon.com/gp/product/111883366X/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/111883366X/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/111883366X-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/111883366X/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/111883366X/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/decision-making-for-dummies-cover-9781118833667-203x255.jpg","width":203,"height":255},"title":"Decision Making For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"<p><b data-author-id=\"9351\">Dawna Jones</b> generates imaginative insights and applies 25 years experience in helping businesses and organizations make bold decisions. She co-designs the future of organizations, transforming them from \"business-as-usual\" to inclusive cultures of prosperity. </p>","authors":[{"authorId":9351,"name":"Dawna Jones","slug":"dawna-jones","description":" <p><b>Dawna Jones</b> generates imaginative insights and applies 25 years experience in helping businesses and organizations make bold decisions. She co&#45;designs the future of organizations, transforming them from &#34;business&#45;as&#45;usual&#34; to inclusive cultures of prosperity. ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9351"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781118833667&quot;]}]\" id=\"du-slot-632ba5be89f69\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781118833667&quot;]}]\" id=\"du-slot-632ba5be8a74d\"></div></div>"},"articleType":{"articleType":"Articles","articleList":null,"content":null,"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0},"sponsorAd":"","sponsorEbookTitle":"","sponsorEbookLink":"","sponsorEbookImage":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Five years","lifeExpectancySetFrom":"2022-09-21T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":149188},{"headers":{"creationTime":"2018-06-03T16:37:15+00:00","modifiedTime":"2022-08-03T16:52:19+00:00","timestamp":"2022-09-14T18:19:50+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"title":"5 Steps to Faster, More Informed Decisions","strippedTitle":"5 steps to faster, more informed decisions","slug":"5-steps-faster-informed-decisions","canonicalUrl":"","seo":{"metaDescription":"Learn the steps and skills that can help you make important business decisions when you need to take action quickly.","noIndex":0,"noFollow":0},"content":"Can you make decisions swiftly and confidently when vast amounts of data cross your desk and inbox every day? How do you prioritize and rapidly respond in the midst of changing conditions? Well, you use the skills you already possess but may not be tapping into.\r\n\r\nHere’s an interesting correlation: The way you process information as you drive a vehicle also works for making an informed decision. If you drive well enough to be 98 percent accident-free, chances are you’re already a master of processing tons of data at high speed: You select pertinent information almost automatically and then use the information quickly and accurately. If you apply that innate skill to your decision-making, you can make informed business decisions without second guessing yourself.\r\n\r\nTo sort from a sea of information, do these things:\r\n<ul>\r\n \t<li><strong>Focus on the outcome. </strong>Being clear about the end point does two things:\r\n<ul>\r\n \t<li>Provides guidance for your intuition, enabling you to sift through all the available information to select what’s important for the decision you need to make</li>\r\n \t<li>Gives you a solid anchor for your decisions that can accommodate opposing facts and perspectives</li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<p style=\"padding-left: 30px;\">If, for example, the end point is to stay under budget, your decision and the data you use to inform your decision will be filtered based on that. If the end point is to produce a product that meets customers’ unstated needs, all the available information will be filtered using that criterion. <em>The outcome anchors your decision making.</em></p>\r\n\r\n<ul>\r\n \t<li><strong>Stop mentally concentrating on the issues and let your subconscious do the work for you.</strong></li>\r\n</ul>\r\n<p style=\"padding-left: 30px;\">Your subconscious is faster than your conscious mind, and it works automatically when your focus is clear. When you turn the issue over to your subconscious, you gain speed and accuracy.</p>\r\n\r\n<ul>\r\n \t<li><strong>Question and expose the beliefs you use to interpret how the world works.</strong></li>\r\n</ul>\r\n<p style=\"padding-left: 30px;\">Beliefs, otherwise known as <em>mental models</em> — things you believe to be true but that may not actually reflect a widened view of reality — filter reality to confirm your previous experiences. Questioning your beliefs permits you to improve the accuracy of your analysis, jettison past connotations, and open up new possibilities.</p>\r\n\r\n<ul>\r\n \t<li><strong>Observe your emotions.</strong></li>\r\n</ul>\r\n<p style=\"padding-left: 30px;\">Step back to gain perspective and quiet the mental chatter so that you can accurately hear your inner voice. You’ll gain a wider view of the situation and be able to see alternatives.</p>\r\n<p class=\"article-tips remember\">It’s easy to fall prey to doubt or to rationalize your decision. If you’re feeling fearful, you may think you have only one option or no options. In climates of high fear, when the rational dominates, making an informed decision requires that you achieve a calmer state of mind so that you can access your higher mental and intuitive functioning.</p>\r\n\r\n<ul>\r\n \t<li><strong>After you analyze and review your options, select your decision, but before you commit, check in on how you feel about the option you’ve selected.</strong></li>\r\n</ul>\r\n<p style=\"padding-left: 30px;\">Call it a heart check. Even when the solution is a totally new approach, you need to feel at peace with it.</p>\r\nMaking an informed decision requires that you work with both facts (actual data) and emotional information, and that you take steps to mitigate the effect of ingrained bias. Doing so requires that you commit to mastering all your senses and intelligences so that, in chaotic decision-making environments, you’ll be able to balance data with open-minded experimentation and stay sensitive to cues that other decision-makers will miss.","description":"Can you make decisions swiftly and confidently when vast amounts of data cross your desk and inbox every day? How do you prioritize and rapidly respond in the midst of changing conditions? Well, you use the skills you already possess but may not be tapping into.\r\n\r\nHere’s an interesting correlation: The way you process information as you drive a vehicle also works for making an informed decision. If you drive well enough to be 98 percent accident-free, chances are you’re already a master of processing tons of data at high speed: You select pertinent information almost automatically and then use the information quickly and accurately. If you apply that innate skill to your decision-making, you can make informed business decisions without second guessing yourself.\r\n\r\nTo sort from a sea of information, do these things:\r\n<ul>\r\n \t<li><strong>Focus on the outcome. </strong>Being clear about the end point does two things:\r\n<ul>\r\n \t<li>Provides guidance for your intuition, enabling you to sift through all the available information to select what’s important for the decision you need to make</li>\r\n \t<li>Gives you a solid anchor for your decisions that can accommodate opposing facts and perspectives</li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<p style=\"padding-left: 30px;\">If, for example, the end point is to stay under budget, your decision and the data you use to inform your decision will be filtered based on that. If the end point is to produce a product that meets customers’ unstated needs, all the available information will be filtered using that criterion. <em>The outcome anchors your decision making.</em></p>\r\n\r\n<ul>\r\n \t<li><strong>Stop mentally concentrating on the issues and let your subconscious do the work for you.</strong></li>\r\n</ul>\r\n<p style=\"padding-left: 30px;\">Your subconscious is faster than your conscious mind, and it works automatically when your focus is clear. When you turn the issue over to your subconscious, you gain speed and accuracy.</p>\r\n\r\n<ul>\r\n \t<li><strong>Question and expose the beliefs you use to interpret how the world works.</strong></li>\r\n</ul>\r\n<p style=\"padding-left: 30px;\">Beliefs, otherwise known as <em>mental models</em> — things you believe to be true but that may not actually reflect a widened view of reality — filter reality to confirm your previous experiences. Questioning your beliefs permits you to improve the accuracy of your analysis, jettison past connotations, and open up new possibilities.</p>\r\n\r\n<ul>\r\n \t<li><strong>Observe your emotions.</strong></li>\r\n</ul>\r\n<p style=\"padding-left: 30px;\">Step back to gain perspective and quiet the mental chatter so that you can accurately hear your inner voice. You’ll gain a wider view of the situation and be able to see alternatives.</p>\r\n<p class=\"article-tips remember\">It’s easy to fall prey to doubt or to rationalize your decision. If you’re feeling fearful, you may think you have only one option or no options. In climates of high fear, when the rational dominates, making an informed decision requires that you achieve a calmer state of mind so that you can access your higher mental and intuitive functioning.</p>\r\n\r\n<ul>\r\n \t<li><strong>After you analyze and review your options, select your decision, but before you commit, check in on how you feel about the option you’ve selected.</strong></li>\r\n</ul>\r\n<p style=\"padding-left: 30px;\">Call it a heart check. Even when the solution is a totally new approach, you need to feel at peace with it.</p>\r\nMaking an informed decision requires that you work with both facts (actual data) and emotional information, and that you take steps to mitigate the effect of ingrained bias. Doing so requires that you commit to mastering all your senses and intelligences so that, in chaotic decision-making environments, you’ll be able to balance data with open-minded experimentation and stay sensitive to cues that other decision-makers will miss.","blurb":"","authors":[{"authorId":8947,"name":"The Experts at Dummies","slug":"the-experts-at-dummies","description":"The Experts at Dummies are smart, friendly people who make learning easy by taking a not-so-serious approach to serious stuff.","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/8947"}}],"primaryCategoryTaxonomy":{"categoryId":34255,"title":"General Business","slug":"general-business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":254086,"title":"Are You Micromanaging Your Business?","slug":"are-you-micromanaging-your-business","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/254086"}},{"articleId":254078,"title":"5 Types of Email Campaigns for Your Business","slug":"5-types-email-campaigns-business","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/254078"}},{"articleId":254064,"title":"Establish Content Segments for Your Digital Marketing Strategy","slug":"establish-content-segments-digital-marketing-strategy","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/254064"}},{"articleId":254059,"title":"Rely on Everyday Words and Phrasing in Your Business Writing","slug":"rely-everyday-words-phrasing-business-writing","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/254059"}},{"articleId":254052,"title":"Launch a Successful Digital Marketing Campaign by Offering Value in Advance","slug":"launch-successful-digital-marketing-campaign-offering-value-advance","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/254052"}}],"fromCategory":[{"articleId":271244,"title":"Design Thinking: Making Ideas Clear and Tangible","slug":"design-thinking-making-ideas-clear-and-tangible","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271244"}},{"articleId":271238,"title":"Design Thinking: Creativity Techniques","slug":"design-thinking-creativity-techniques","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271238"}},{"articleId":271232,"title":"Design Thinking: The Customer Journey","slug":"design-thinking-the-customer-journey","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271232"}},{"articleId":271227,"title":"Design Thinking: Using an Empathy Map","slug":"design-thinking-using-an-empathy-map","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271227"}},{"articleId":271221,"title":"Design Thinking: Characterizing a Customer Using the Persona Method","slug":"design-thinking-characterizing-a-customer-using-the-persona-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271221"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":281646,"slug":"business-skills-all-in-one-for-dummies","isbn":"9781119473978","categoryList":["business-careers-money","business","general-business"],"amazon":{"default":"https://www.amazon.com/gp/product/1119473977/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119473977/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119473977-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119473977/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119473977/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/business-skills-all-in-one-for-dummies-cover-9781119473978-203x255.jpg","width":203,"height":255},"title":"Business Skills All-in-One For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"","authors":[{"authorId":34784,"name":"","slug":"","description":" <p><b> Joseph A. Allen, PhD</b> is a professor of industrial and organizational (I/O) psychology at the University of Utah. His articles have appeared in <i>Human Relations, Journal of Business Psychology</i>, and more.</p> <p><b>Karin M. Reed</b> is CEO of Speaker Dynamics, a corporate communications training firm. She is an Emmy award-winning broadcast journalist. ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/34784"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119473978&quot;]}]\" id=\"du-slot-63221b46d6f7b\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119473978&quot;]}]\" id=\"du-slot-63221b46d7845\"></div></div>"},"articleType":{"articleType":"Articles","articleList":null,"content":null,"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0},"sponsorAd":"","sponsorEbookTitle":"","sponsorEbookLink":"","sponsorEbookImage":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Five years","lifeExpectancySetFrom":"2022-08-03T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":252836},{"headers":{"creationTime":"2016-03-27T16:58:53+00:00","modifiedTime":"2022-04-28T16:05:34+00:00","timestamp":"2022-09-14T18:19:42+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"title":"Business Valuation For Dummies Cheat Sheet","strippedTitle":"business valuation for dummies cheat sheet","slug":"business-valuation-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Learn how to investigate a company — including research and observation — to make an informed decision about the business's valuation.","noIndex":0,"noFollow":0},"content":"If you’re considering buying a business, you will need to investigate the company to make an informed decision about the business's valuation. The valuation process involves research and observation — whether the prospective enterprise is operating successfully or is functioning as a troubled company.","description":"If you’re considering buying a business, you will need to investigate the company to make an informed decision about the business's valuation. The valuation process involves research and observation — whether the prospective enterprise is operating successfully or is functioning as a troubled company.","blurb":"","authors":[{"authorId":10607,"name":"Lisa Holton","slug":"lisa-holton","description":" <p><b>Lisa Holton </b>is a former business editor and reporter for the <i>Chicago Sun-Times.</i> Today, she heads The Lisa Company, a writing, editing, and research firm. She&#8217;s a writer for corporations, colleges, and nonprofits nationwide, and has written more than 13 books.</p> <p><b>Jim Bates </b>is Vice President, Transaction Support, for the Christman Group, a middle-market investment banking firm based in Palatine, IL ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/10607"}},{"authorId":10608,"name":"Jim Bates","slug":"jim-bates","description":" <p><b>Lisa Holton </b>is a former business editor and reporter for the <i>Chicago Sun-Times.</i> Today, she heads The Lisa Company, a writing, editing, and research firm. She&#8217;s a writer for corporations, colleges, and nonprofits nationwide, and has written more than 13 books.</p> <p><b>Jim Bates </b>is Vice President, Transaction Support, for the Christman Group, a middle-market investment banking firm based in Palatine, IL ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/10608"}}],"primaryCategoryTaxonomy":{"categoryId":34255,"title":"General Business","slug":"general-business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":196619,"title":"How to Investigate a Business before Buying the Company","slug":"how-to-investigate-a-business-before-buying-the-company","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/196619"}},{"articleId":196611,"title":"How to Research Troubled Companies You Want to Purchase","slug":"how-to-research-troubled-companies-you-want-to-purchase","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/196611"}}],"fromCategory":[{"articleId":271244,"title":"Design Thinking: Making Ideas Clear and Tangible","slug":"design-thinking-making-ideas-clear-and-tangible","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271244"}},{"articleId":271238,"title":"Design Thinking: Creativity Techniques","slug":"design-thinking-creativity-techniques","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271238"}},{"articleId":271232,"title":"Design Thinking: The Customer Journey","slug":"design-thinking-the-customer-journey","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271232"}},{"articleId":271227,"title":"Design Thinking: Using an Empathy Map","slug":"design-thinking-using-an-empathy-map","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271227"}},{"articleId":271221,"title":"Design Thinking: Characterizing a Customer Using the Persona Method","slug":"design-thinking-characterizing-a-customer-using-the-persona-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271221"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282043,"slug":"business-valuation-for-dummies","isbn":"9780470344019","categoryList":["business-careers-money","business","general-business"],"amazon":{"default":"https://www.amazon.com/gp/product/0470344016/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/0470344016/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/0470344016-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/0470344016/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/0470344016/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/business-valuation-for-dummies-cover-9780470344019-201x255.jpg","width":201,"height":255},"title":"Business Valuation For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"<b data-author-id=\"10607\">Lisa Holton</b> is a former business editor and reporter for the Chicago Sun-Times. Today, she heads The Lisa Company, a writing, editing, and research firm. She's a writer for corporations, colleges, and nonprofits nationwide, and has written more than 13 books. <p><b data-author-id=\"10608\">Jim Bates</b> is Vice President, Transaction Support, for the Christman Group, a middle-market investment banking firm based in Palatine, IL.</p>","authors":[{"authorId":10608,"name":"Jim Bates","slug":"jim-bates","description":" <p><b>Lisa Holton </b>is a former business editor and reporter for the <i>Chicago Sun-Times.</i> Today, she heads The Lisa Company, a writing, editing, and research firm. She&#8217;s a writer for corporations, colleges, and nonprofits nationwide, and has written more than 13 books.</p> <p><b>Jim Bates </b>is Vice President, Transaction Support, for the Christman Group, a middle-market investment banking firm based in Palatine, IL ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/10608"}},{"authorId":10607,"name":"Lisa Holton","slug":"lisa-holton","description":" <p><b>Lisa Holton </b>is a former business editor and reporter for the <i>Chicago Sun-Times.</i> Today, she heads The Lisa Company, a writing, editing, and research firm. She&#8217;s a writer for corporations, colleges, and nonprofits nationwide, and has written more than 13 books.</p> <p><b>Jim Bates </b>is Vice President, Transaction Support, for the Christman Group, a middle-market investment banking firm based in Palatine, IL ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/10607"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9780470344019&quot;]}]\" id=\"du-slot-63221b3e2cd9d\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9780470344019&quot;]}]\" id=\"du-slot-63221b3e2d615\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":196619,"title":"How to Investigate a Business before Buying the Company","slug":"how-to-investigate-a-business-before-buying-the-company","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/196619"}},{"articleId":196611,"title":"How to Research Troubled Companies You Want to Purchase","slug":"how-to-research-troubled-companies-you-want-to-purchase","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/196611"}}],"content":[{"title":"How to investigate a business before buying the company","thumb":null,"image":null,"content":"<p>Research, observation, and common sense are powerful tools in the business valuation process. Here are some things to consider as you examine and analyze a company you want to buy:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><strong>Listen to customers. </strong>Assuming that you’re targeting a consumer business where you can legally do some creative loitering, spend some time listening to customers talk about what they think of the business.</p>\n<p class=\"child-para Tip\">If the target business is a restaurant, strike up casual conversations in the waiting area about whether customers have come here before and, if so, why they’ve come back. Don’t be a stalker; just find the right approach. If you find several people on repeat visits who volunteer how great the business is, or what they like and don’t like about it, start recording those comments.</p>\n</li>\n<li>\n<p class=\"first-para\"><strong>Watch the foot traffic.</strong> Pretend that you’re a plainclothes detective for a few weeks. At different times during your target company’s business hours, park the car or sit in a coffee shop across the street, and set up a chart that notes the time, date, and segment of time you’re watching. Note when the business gets busy; note when it’s dead. Note what kinds of customers are going in, and try to find out why.</p>\n<p class=\"child-para Tip\">If the business is a clothing store, are shoppers showing up only when a sale or promotion is going on, or are their visits tied to crucial shipments of merchandise that they can’t wait to see? Professionals get paid a lot of money to do this kind of observational research; you can do it yourself for free.</p>\n</li>\n<li>\n<p class=\"first-para\"><strong>Check out the neighborhood and competing businesses. </strong>What’s the character of the street and general area where the business is located? Does the street have a lot of other businesses similar to this one, and where is it on the trendiness and necessity curves?</p>\n<p class=\"child-para\">Does the neighborhood really need this business? Is the area gentrifying (people with money are moving in) or already gentrified (serving the clientele with the most disposable income that would go into your cash register), or could it be slipping, with dollars going elsewhere?</p>\n</li>\n<li>\n<p class=\"first-para\"><strong>Diagnose the empty-storefront issue.</strong> Empty storefronts may not always be bad things. Storefronts may be emptying because the neighborhood has a growing crime problem and residents are fleeing (definitely bad for most businesses, even for non-consumer businesses that want to attract a workforce).</p>\n<p class=\"child-para\">Alternatively, storefronts may be emptying because a quiet real estate boom is going on in the area, and landlords feel that they can charge rents that more upscale tenants are willing to pay to attract a rising clientele.</p>\n</li>\n<li>\n<p class=\"first-para\"><strong>Study the local power base.</strong> Identify the politicians who are lowest to the ground where your target business is. Study what they’re doing — and not doing — for their business constituents. See whether the area has any nonprofit groups that aid local businesses, and find out as quietly as you can what data and intelligence they can provide you in your research.</p>\n</li>\n<li>\n<p class=\"first-para\"><strong>Do a news search.</strong> You know those boring columns in the business section with the dopey headshots, talking about how Joe Jones just got a big promotion? These columns can get pretty interesting when you’re thinking about buying a business.</p>\n<p class=\"child-para\">Search for any news story that features the name of your target company, and look for good news (expansion, new locations, talented new executives) or bad news (locations closing, top management quitting, lawsuits filed by customers or suppliers).</p>\n</li>\n</ul>\n"},{"title":"How to research troubled companies you want to purchase","thumb":null,"image":null,"content":"<p>Prospective buyers who are interested in purchasing a troubled company go through a due diligence process that involves gaining permission to see the business&#8217;s operations.</p>\n<p>A company may require a legal confidentiality agreement to allow information gathering about the business. When you’re given the go ahead for due diligence, use this list to request everything you need to make informed decisions.</p>\n<p class=\"Remember\">Don’t be discouraged if a company doesn’t offer up everything you ask for. Some records may be unavailable (or missing).</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">A summary of the company’s tangible assets so you can physically view them and get a price range on them for potential sale valuation.</p>\n</li>\n<li>\n<p class=\"first-para\">A summary of the company’s intangible assets so you can examine records on those items within a company’s computers or physical files.</p>\n</li>\n<li>\n<p class=\"first-para\">Recent audited financials and tax returns.</p>\n</li>\n<li>\n<p class=\"first-para\">Any verbal or written details on the company’s status with creditors (lenders, suppliers, customers waiting for merchandise, etc.).</p>\n</li>\n<li>\n<p class=\"first-para\">Anything resembling a strategic plan in the way of market expansion, product development or other efforts to improve the business.</p>\n</li>\n<li>\n<p class=\"first-para\">Projections of future income. (The current owner might .have his or her own data or opinion on this. You definitely want to know what that person thinks about business prospects so you can verify them.)</p>\n</li>\n<li>\n<p class=\"first-para\">A summary of all current and possible legal or regulatory complaints against the company (which you should verify through a public documents search).</p>\n</li>\n<li>\n<p class=\"first-para\">Account summaries/data for suppliers and customers (accounts payable/receivable data, contracts, invoices, notices of delinquency in payments by the target company or its customers).</p>\n</li>\n<li>\n<p class=\"first-para\">Regulatory or tax notices — current or projected. (If a company is expecting major regulatory or tax changes in its business, potential buyers should know about it.)</p>\n</li>\n<li>\n<p class=\"first-para\">Any analyses by the target company of its supplier and customer concentration and what losing any of them could mean to the business (compare with your analysis of all supplier and customer data).</p>\n</li>\n<li>\n<p class=\"first-para\">Access to all possible correspondence, phone records or e–mails between regulators, suppliers, customers or anyone else in close contact with the target company. (And if you are contacting these constituencies yourself, make sure you ask for their copies of such data as well.)</p>\n</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0},"sponsorAd":"","sponsorEbookTitle":"","sponsorEbookLink":"","sponsorEbookImage":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"One year","lifeExpectancySetFrom":"2022-04-28T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":209534},{"headers":{"creationTime":"2016-03-27T16:47:52+00:00","modifiedTime":"2022-04-27T18:34:18+00:00","timestamp":"2022-09-14T18:19:41+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"title":"Decision Making For Dummies Cheat Sheet","strippedTitle":"decision making for dummies cheat sheet","slug":"decision-making-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Learn how to communicate decisions effectively, make faster decisions, and incorporate your values into your decision-making.","noIndex":0,"noFollow":0},"content":"In a business environment of complexity and uncertainty, excellent decision-making skills are paramount. Employees, customers, and others touched by a company's actions respond to what they trust — ethical decision-making in business has become a strategic asset. Learn how to communicate decisions effectively, how to make faster and more informed decisions on the fly, and how to incorporate your core values into your decision-making.","description":"In a business environment of complexity and uncertainty, excellent decision-making skills are paramount. Employees, customers, and others touched by a company's actions respond to what they trust — ethical decision-making in business has become a strategic asset. Learn how to communicate decisions effectively, how to make faster and more informed decisions on the fly, and how to incorporate your core values into your decision-making.","blurb":"","authors":[{"authorId":9351,"name":"Dawna Jones","slug":"dawna-jones","description":" <p><b>Dawna Jones</b> generates imaginative insights and applies 25 years experience in helping businesses and organizations make bold decisions. She co&#45;designs the future of organizations, transforming them from &#34;business&#45;as&#45;usual&#34; to inclusive cultures of prosperity. ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9351"}}],"primaryCategoryTaxonomy":{"categoryId":34255,"title":"General Business","slug":"general-business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":149190,"title":"Incorporating Core Values into Decision-Making","slug":"incorporating-core-values-into-decision-making","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149190"}},{"articleId":149189,"title":"11 Questions that Help You Communicate Decisions Effectively","slug":"11-questions-that-help-you-communicate-decisions-effectively","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149189"}},{"articleId":149134,"title":"5 Ways Managers Can Also Be Leaders","slug":"5-ways-managers-can-also-be-leaders","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149134"}},{"articleId":149133,"title":"10 Secrets to Making Successful Decisions","slug":"10-secrets-to-making-successful-decisions","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149133"}},{"articleId":149135,"title":"5 Ways Managers and Executives Can Collaborate in Times of Change","slug":"5-ways-managers-and-executives-can-collaborate-in-times-of-change","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149135"}}],"fromCategory":[{"articleId":271244,"title":"Design Thinking: Making Ideas Clear and Tangible","slug":"design-thinking-making-ideas-clear-and-tangible","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271244"}},{"articleId":271238,"title":"Design Thinking: Creativity Techniques","slug":"design-thinking-creativity-techniques","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271238"}},{"articleId":271232,"title":"Design Thinking: The Customer Journey","slug":"design-thinking-the-customer-journey","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271232"}},{"articleId":271227,"title":"Design Thinking: Using an Empathy Map","slug":"design-thinking-using-an-empathy-map","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271227"}},{"articleId":271221,"title":"Design Thinking: Characterizing a Customer Using the Persona Method","slug":"design-thinking-characterizing-a-customer-using-the-persona-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271221"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282139,"slug":"decision-making-for-dummies","isbn":"9781118833667","categoryList":["business-careers-money","business","general-business"],"amazon":{"default":"https://www.amazon.com/gp/product/111883366X/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/111883366X/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/111883366X-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/111883366X/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/111883366X/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/decision-making-for-dummies-cover-9781118833667-203x255.jpg","width":203,"height":255},"title":"Decision Making For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"<p><b data-author-id=\"9351\">Dawna Jones</b> generates imaginative insights and applies 25 years experience in helping businesses and organizations make bold decisions. She co-designs the future of organizations, transforming them from \"business-as-usual\" to inclusive cultures of prosperity. </p>","authors":[{"authorId":9351,"name":"Dawna Jones","slug":"dawna-jones","description":" <p><b>Dawna Jones</b> generates imaginative insights and applies 25 years experience in helping businesses and organizations make bold decisions. She co&#45;designs the future of organizations, transforming them from &#34;business&#45;as&#45;usual&#34; to inclusive cultures of prosperity. ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9351"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781118833667&quot;]}]\" id=\"du-slot-63221b3daa45f\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781118833667&quot;]}]\" id=\"du-slot-63221b3daace6\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":149189,"title":"11 Questions that Help You Communicate Decisions Effectively","slug":"11-questions-that-help-you-communicate-decisions-effectively","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149189"}},{"articleId":149188,"title":"5 Steps to Faster, More Informed Decisions","slug":"5-steps-to-faster-more-informed-decisions__trashed","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149188"}},{"articleId":149190,"title":"Incorporating Core Values into Decision-Making","slug":"incorporating-core-values-into-decision-making","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/149190"}}],"content":[{"title":"11 questions that help you communicate decisions effectively","thumb":null,"image":null,"content":"<p>When you&#8217;re communicating a decision, you need to know that you have successfully communicated the basic message. You also want everyone on the team to share an understanding of what the target results are so that, in the event that something unexpected happens, everyone knows what to do. The worst time to find out that you and your team are not on the same page is after you&#8217;ve communicated a decision and tasked your team with implementing that decision.</p>\n<p class=\"Warning\">Communication failures take place when</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">The aim of the decision, its purpose, and what is to be accomplished aren&#8217;t clearly communicated.</p>\n</li>\n<li>\n<p class=\"first-para\">Expectations aren&#8217;t made clear. You have expectations for how it should be done and what it should look like, but you fail to take into account your employees&#8217; and other stakeholders&#8217; views and concerns.</p>\n</li>\n<li>\n<p class=\"first-para\">The words you use mean different things to different people and are easily misinterpreted. (As the communicators, it&#8217;s your responsibility to learn what words work and what don&#8217;t.)</p>\n</li>\n<li>\n<p class=\"first-para\">Communication doesn&#8217;t happen often enough, so course corrections are presumed to take place but get missed.</p>\n</li>\n<li>\n<p class=\"first-para\">You and everyone else assume that the communication has been effective.</p>\n</li>\n</ul>\n<p class=\"Remember\">Getting your message across effectively is a matter of confirming that all understand the aim or purpose of the decision, as well as what&#8217;s expected. It&#8217;s especially important when you&#8217;re communicating the implementation of an important decision. To offer clear direction to your team, start with gaining clarity on what&#8217;s going on inside your brain.</p>\n<p>Answering these 11 questions enables you to deliver a clear message:</p>\n<table>\n<tbody>\n<tr>\n<th>These 11 Questions . . .</th>\n<th>. . . Elicit these Benefits</th>\n</tr>\n<tr>\n<td>1. What is to be accomplished?<br />\n2. What is the result and why?</td>\n<td>Knowing the answers to these questions enables you to<br />\ncommunicate the message effectively to your team.By doing so, you enable them (1) to improvise independently when<br />\nthere&#8217;s a need to adapt, and (2) to incorporate new opportunities<br />\nfor attaining the goal as those opportunities arise — without<br />\nhaving to gain your permission, which slows things down.</td>\n</tr>\n<tr>\n<td>3. What are your expectations for what happens next?<br />\n4. Is there anything you don&#8217;t want your team to do?<br />\n5. Is there anything you specifically want your team to do?</td>\n<td>Outlining the parameters helps clarify both the expectations<br />\nand the boundaries for independent or creative thinking.</td>\n</tr>\n<tr>\n<td>6. What could possibly go wrong? Or &#8216;What if&#8221; . . . this or<br />\nthat happened?<br />\n7. If something were to go wrong, what would you expect team<br />\nmembers to do?</td>\n<td>By anticipating the unexpected, you reduce the risk while<br />\nsimultaneously preparing for it.</td>\n</tr>\n<tr>\n<td>8. When do you expect your team, staff, and anyone else<br />\ninvolved in the implementation process to communicate to you?<br />\n9. What feedback do you need in order to stay abreast of what is<br />\nhappening?<br />\n10. How do you want to hear about unexpected surprises —<br />\nthrough a phone call or email, or at project update meetings?</td>\n<td>Keep your team apprised of new developments so that they aren&#8217;t<br />\nworking in the dark. Agree on when they need to keep you informed<br />\non how implementation is proceeding, whether it&#8217;s good or bad<br />\nnews.</td>\n</tr>\n<tr>\n<td>11. If you were the one listening to your message rather than<br />\ndelivering it, what else would you want to know?</td>\n<td>Putting yourself in your team&#8217;s shoes allows you to take a<br />\nvague bit of direction and make it more clear and specific. You can<br />\nalso identify relevant information you need to communicate<br />\nthroughout the project.</td>\n</tr>\n</tbody>\n</table>\n"},{"title":"5 steps to faster, more informed decisions","thumb":null,"image":null,"content":"<p>Can you make decisions swiftly and confidently when vast amounts of data cross your desk and inbox every day? How do you prioritize and rapidly respond in the midst of changing conditions? Well, you use the skills you already possess but may not be tapping into.</p>\n<p class=\"Tip\">Here&#8217;s an interesting correlation: The way you process information as you drive a vehicle works for making an informed decision, as well. If you drive well enough to be 98 percent accident-free, chances are you&#8217;re already a master of processing tons of data at high speed: You select pertinent information almost automatically and then use the information quickly and accurately. If you apply that innate skill to your decision-making, you can make informed business decisions without second guessing yourself.</p>\n<p>To sort from a sea of information, do these things:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Focus on the outcome.</b></p>\n<p class=\"child-para\">Being clear about the end point does two things:</p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">Provides guidance for your intuition, enabling you to sift through all the available information to select what&#8217;s important for the decision you need to make</p>\n</li>\n<li>\n<p class=\"first-para\">Gives you a solid anchor for your decisions that can accommodate opposing facts and perspectives</p>\n</li>\n</ul>\n<p class=\"child-para\">If, for example, the end point is to stay under budget, then your decision and the data you use to inform your decision will be filtered based on that. If the end point is to produce a product that meets customers&#8217; unstated needs, then all the available information will be filtered using that criterion. <i>The outcome anchors your decision making.</i></p>\n</li>\n<li>\n<p class=\"first-para\"><b>Stop mentally concentrating on the issues and let your subconscious do the work for you.</b></p>\n<p class=\"child-para\">Your subconscious is faster than your conscious mind, and it works automatically when your focus is clear. When you turn the issue over to your subconscious, you gain speed and accuracy.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Question and expose the beliefs you use to interpret how the world works.</b></p>\n<p class=\"child-para\">Beliefs, otherwise known as <i>mental models</i> — things you believe to be true but that may not actually reflect a widened view of reality — filter reality to confirm your previous experiences.</p>\n<p class=\"child-para\">Questioning your beliefs permits you to improve the accuracy of your analysis, jettison past connotations, and open up new possibilities.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Observe your emotions.</b></p>\n<p class=\"child-para\">Step back to gain perspective and quiet the mental chatter so that you can accurately hear your inner voice. You&#8217;ll gain a wider view of the situation and be able to see alternatives.</p>\n<p class=\"child-para Remember\">It&#8217;s really easy to fall prey to doubt or to rationalize your decision. If you&#8217;re feeling fearful, you may think you have only one option or no options. In climates of high fear, when the rational dominates, making an informed decision requires that you achieve a calmer state of mind so that you can access your higher mental and intuitive functioning.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>After you analyze and review your options, select your decision, but before you commit, check in on how you feel about the option you&#8217;ve selected.</b></p>\n<p class=\"child-para\">Call it a heart check. Even when the solution is a totally new approach, you need to feel at peace with it.</p>\n</li>\n</ul>\n<p class=\"Remember\">Making an informed decision requires that you work with both facts (actual data) and emotional information, and that you take steps to mitigate the effect of ingrained bias. Doing so requires that you commit to mastering all your senses and intelligences so that, in chaotic decision-making environments, you&#8217;ll be able to balance data with open-minded experimentation and stay sensitive to cues that other decision-makers will miss.</p>\n"},{"title":"Incorporating core values into decision-making","thumb":null,"image":null,"content":"<p>Core values reflect what is important to your company. They serve as the unshakeable foundation for what your company stands for in good and bad times. When integrated into decision-making, core values are part of decision-makers&#8217; mindsets at every level in the company.</p>\n<p class=\"Tip\">Consider core values the nonnegotiable part of your company&#8217;s reputation, sustained by the commitment of executives and employees at every level to live those values in their decision-making and in their relationships with company personnel, customers, suppliers, and communities.</p>\n<p>Core values express your company&#8217;s core priorities and its commitment to, for example, making the environment and social health integral parts of management and operational thinking and perspectives.</p>\n<p>To identify your core values, ask questions such as the following:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><strong>To gain clarity on what you feel is critical:</strong></p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">What does your company stand for?</p>\n</li>\n<li>\n<p class=\"first-para\">What values express what is important and essential to how you operate and why your company exists?</p>\n</li>\n</ul>\n</li>\n<li>\n<p class=\"first-para\"><strong>To gain insight on how your values permeate internal relationships:</strong></p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">How do your employees describe your company&#8217;s core values?</p>\n</li>\n<li>\n<p class=\"first-para\">Why do they work for you and not the competitor down the street?</p>\n</li>\n</ul>\n</li>\n<li>\n<p class=\"first-para\"><strong>To gain clarity on how your customers view your integrity and how your values are expressed through your action:</strong></p>\n<ul class=\"level-two\">\n<li>\n<p class=\"first-para\">How would your suppliers or customers describe your values?</p>\n</li>\n</ul>\n</li>\n</ul>\n<p class=\"Tip\">To become a company that uses value-based decision-making to anchor decisions, you need to reflect on and identify what your company&#8217;s core values are. To do so, take a close look at what is going on in your company. Core values — whether they were thoughtfully created or not — are embedded in your company&#8217;s priorities, actions, and management decisions, and in its relationships with employees, customers, suppliers, communities, and the environment.</p>\n<p>When you incorporate your core values into your decision-making, you enjoy these benefits:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><strong>In a business climate where customer testimonials define your reputation and attract loyalty, integrating your core values with decision-making and action offers stability, particularly when conditions are chaotic.</strong></p>\n<p class=\"child-para\"><a href=\"http://www.novonordisk.com\" target=\"_blank\" rel=\"noopener\">Novo Nordisk</a>, for example, one of the world&#8217;s largest pharmaceutical companies, has a list of core values, as many companies do. It includes words <em>accountable, responsible, </em>and <em>ready for change. </em>That&#8217;s all well and good, but the important thing about core values isn&#8217;t what&#8217;s on the poster in the hall of a company; it&#8217;s how they&#8217;re applied. When Novo Nordisk makes decisions, the final check is, &#8220;Is the decision financially, environmentally, and socially responsible?&#8221; Simply put, the company&#8217;s commitment to core values — the health of the economy, environment, and society — is a recognized part of its long-term success.</p>\n<p class=\"child-para\"><a href=\"http://www.unilever.com\" target=\"_blank\" rel=\"noopener\">Unilever</a> is another company that connects core values to priorities. Recognizing that the company is a part of a wider fabric of existence, its decision-makers actively engage a wider view, one that embraces the company but also extends beyond company boundaries into the health of society, communities, and the environment.</p>\n</li>\n<li>\n<p class=\"first-para\"><strong>When your company&#8217;s decisions are aligned with its core values, you streamline decision-making.</strong> When used for decision-making, core values take a complex set of conditions and run them through a simple filter so that financial and nonfinancial measure of success are intertwined. In a complex, fast-changing business environment, decision-making needs to be streamlined and progressive, and decision-makers need to look ahead rather than rely solely on past beliefs and practices.</p>\n<p class=\"child-para\">The solution isn&#8217;t to get rid of past practices altogether (although it may mean that); it&#8217;s to be aware of what guided decision-making in the past so that you can select faster, more effective approaches to meet today&#8217;s needs.</p>\n</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0},"sponsorAd":"","sponsorEbookTitle":"","sponsorEbookLink":"","sponsorEbookImage":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2022-04-27T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":207644},{"headers":{"creationTime":"2016-03-27T16:53:11+00:00","modifiedTime":"2022-04-27T17:55:44+00:00","timestamp":"2022-09-14T18:19:41+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"title":"Complete MBA For Dummies Cheat Sheet","strippedTitle":"complete mba for dummies cheat sheet","slug":"complete-mba-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"This Cheat Sheet outlines important aspects of business management, including delegating to employees, and developing a marketing plan.","noIndex":0,"noFollow":0},"content":"Before you earn an MBA (Master of Business Administration) degree, you can still apply MBA-level knowledge in your career: Be a better business manager by efficiently delegating responsibilities among your employees and successfully rewarding those who do a good job. Hone your design and marketing skills by creating an informative and easy-to-use business website and a brief but clear marketing plan.","description":"Before you earn an MBA (Master of Business Administration) degree, you can still apply MBA-level knowledge in your career: Be a better business manager by efficiently delegating responsibilities among your employees and successfully rewarding those who do a good job. Hone your design and marketing skills by creating an informative and easy-to-use business website and a brief but clear marketing plan.","blurb":"","authors":[{"authorId":10120,"name":"Kathleen Allen","slug":"kathleen-allen","description":" Kathleen Allen, Ph.D., is a professor of entrepreneurship at USC. Her books include The Complete MBA For Dummies?? and eBusiness Technology Kit For Dummies??.","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/10120"}},{"authorId":9734,"name":"Peter Economy","slug":"peter-economy","description":" <p><b>Lisa Rojany</b> is a writer and publishing professional. Lisa has her own company, Editorial Services of L.A., for writers of fiction and nonfiction.</p><p><b>Peter Economy</b> is a <i>Wall Street Journal</i> best-selling business author and ghostwriter with more than 125 books to his credit, including multiple <i>For Dummies</i> titles.</p> ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9734"}}],"primaryCategoryTaxonomy":{"categoryId":34255,"title":"General Business","slug":"general-business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":201540,"title":"Reading an Annual Report","slug":"reading-an-annual-report","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/201540"}},{"articleId":200509,"title":"Designing a Better Business Organization","slug":"designing-a-better-business-organization","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/200509"}},{"articleId":199534,"title":"Choosing a Budget Method","slug":"choosing-a-budget-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/199534"}},{"articleId":199501,"title":"Conducting Effective Business Meetings","slug":"conducting-effective-business-meetings","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/199501"}},{"articleId":186199,"title":"How to Delegate Tasks among Employees","slug":"how-to-delegate-tasks-among-employees","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/186199"}}],"fromCategory":[{"articleId":271244,"title":"Design Thinking: Making Ideas Clear and Tangible","slug":"design-thinking-making-ideas-clear-and-tangible","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271244"}},{"articleId":271238,"title":"Design Thinking: Creativity Techniques","slug":"design-thinking-creativity-techniques","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271238"}},{"articleId":271232,"title":"Design Thinking: The Customer Journey","slug":"design-thinking-the-customer-journey","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271232"}},{"articleId":271227,"title":"Design Thinking: Using an Empathy Map","slug":"design-thinking-using-an-empathy-map","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271227"}},{"articleId":271221,"title":"Design Thinking: Characterizing a Customer Using the Persona Method","slug":"design-thinking-characterizing-a-customer-using-the-persona-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271221"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282099,"slug":"complete-mba-for-dummies-2nd-edition","isbn":"9780470194294","categoryList":["business-careers-money","business","general-business"],"amazon":{"default":"https://www.amazon.com/gp/product/0470194294/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/0470194294/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/0470194294-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/0470194294/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/0470194294/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/complete-mba-for-dummies-2nd-edition-cover-9780470194294-203x255.jpg","width":203,"height":255},"title":"Complete MBA For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"<p><b data-author-id=\"10120\">Dr. Kathleen Allen</b> directs the USC Marshall Center for Technology Commercialization and is the author of several books on entrepreneurship. </p>\n<p><b data-author-id=\"9734\">Peter Economy</b> has authored or co-authored several books including <i>Consulting For Dummies.</i> </p>","authors":[{"authorId":10120,"name":"Kathleen Allen","slug":"kathleen-allen","description":" Kathleen Allen, Ph.D., is a professor of entrepreneurship at USC. Her books include The Complete MBA For Dummies?? and eBusiness Technology Kit For Dummies??.","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/10120"}},{"authorId":9734,"name":"Peter Economy","slug":"peter-economy","description":" <p><b>Lisa Rojany</b> is a writer and publishing professional. Lisa has her own company, Editorial Services of L.A., for writers of fiction and nonfiction.</p><p><b>Peter Economy</b> is a <i>Wall Street Journal</i> best-selling business author and ghostwriter with more than 125 books to his credit, including multiple <i>For Dummies</i> titles.</p> ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9734"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9780470194294&quot;]}]\" id=\"du-slot-63221b3d78d74\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9780470194294&quot;]}]\" id=\"du-slot-63221b3d795ed\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":186199,"title":"How to Delegate Tasks among Employees","slug":"how-to-delegate-tasks-among-employees","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/186199"}},{"articleId":186175,"title":"How to Reward Employees Effectively","slug":"how-to-reward-employees-effectively","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/186175"}},{"articleId":186173,"title":"Design Tips for Effective Business Websites","slug":"design-tips-for-effective-business-websites","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/186173"}},{"articleId":186174,"title":"Developing a Concise Marketing Plan","slug":"developing-a-concise-marketing-plan","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/186174"}}],"content":[{"title":"How to delegate tasks among employees","thumb":null,"image":null,"content":"<p>No manager can do everything alone, MBA or not. Delegating is an effective tool that business managers can use to achieve goals. If you delegate work, responsibility, and authority to employees, you&#8217;ll increase the amount of work accomplished and often with better results.</p>\n<p>Delegation is a great management tool when done right, so follow these steps to help:</p>\n<ol class=\"level-one\">\n<li>\n<p class=\"first-para\">Communicate the task.</p>\n<p class=\"child-para\">Describe to your employees exactly what you want done, when you want it done, and the end results you expect. Be clear and unambiguous, and encourage your employees to ask questions.</p>\n</li>\n<li>\n<p class=\"first-para\">Furnish context for the task<b>.</b></p>\n<p class=\"child-para\">Explain to your employees why the task is important, how it fits into the overall scheme of things, and any possible complications that may arise during its performance. Encourage employees to ask questions, and don&#8217;t get defensive if your employees push you for answers (someone always will).</p>\n</li>\n<li>\n<p class=\"first-para\">Determine standards.</p>\n<p class=\"child-para\">Everyone needs to know when they cross the finish line. Agree on the standards that you&#8217;ll use to measure the success of the task&#8217;s completion. These standards should be realistic and attainable, and you should avoid changing them after performance has begun.</p>\n</li>\n<li>\n<p class=\"first-para\">Grant authority.</p>\n<p class=\"child-para\">Empower your employees with the level of authority required to complete the task — they can do without constant roadblocks or standoffs with other employees.</p>\n</li>\n<li>\n<p class=\"first-para\">Provide support<b>.</b></p>\n<p class=\"child-para\">Determine the resources (money, training, manpower, advice, and so forth) your employees require to complete the task and then provide them.</p>\n</li>\n<li>\n<p class=\"first-para\">Get commitment.</p>\n<p class=\"child-para\">Don&#8217;t assume that your employees will automatically accept the assignment; you must make sure that they do. Reaffirm your expectations and confirm your employees&#8217; understanding of the commitment to completing the task.</p>\n</li>\n</ol>\n"},{"title":"How to reward employees effectively","thumb":null,"image":null,"content":"<p>As a business manager, you know your employees will be happier, perform better, and stay at their job longer when they&#8217;re recognized and rewarded for doing a good job.</p>\n<p>Do your part as manager by using these guidelines for effectively recognizing and rewarding employees:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Specify the behavior you&#8217;re rewarding.</b> When you reward an employee, be sure that you&#8217;re clear about exactly what behavior merits recognition. Say, for example, &#8220;You did a great job yesterday afternoon when you helped that customer figure out which product was the best for her needs,&#8221; or &#8220;I really appreciate all the extra effort you put into the Scanlon project.&#8221;</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Give the reward sincerely.</b> People greatly appreciate sincere expressions of thanks, but they won&#8217;t accept insincere or false praise — in fact, they may be insulted by it. Only offer your employees rewards and recognition when they&#8217;ve truly earned them.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Be positive.</b> When you give rewards and recognition, do so in a positive and uplifting way. Your goal is to inspire the employee — and, in turn, his or her colleagues — to continue exhibiting the behavior you&#8217;re rewarding. And never immediately follow praise with a reprimand!</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Give the reward as close to the event as possible.</b> To have maximum impact on employee behavior, give rewards as soon as possible. Waiting days, weeks, or months will greatly lessen the impact and perhaps extinguish it altogether.</p>\n</li>\n</ul>\n"},{"title":"Design tips for effective business websites","thumb":null,"image":null,"content":"<p>MBA-level executives know that a well-designed business website is critical for attracting customers and generating sales. When customers access websites, they want to find information quickly. The easier it is for your customers to use your website, the more likely it is that they&#8217;ll take action — such as registering at your website, answering company-generated questions, or purchasing product.</p>\n<p>Try these tips when designing your business&#8217;s home page:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Grab customers&#8217; attention.</b> For instance, you can create a specific headline that grabs readers&#8217; eyes. If your user is searching for gardening books and enters those words into your site&#8217;s search engine, you want your site to pop up with a related headline. It should have the words &#8220;gardening books&#8221; in it rather than something completely general, like &#8220;Find any book you want here!&#8221;</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Use images to convey your message.</b> Not only is a picture worth a thousand words, but it also takes up less space!</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Motivate customers to act quickly.</b> Put a time limit on what they&#8217;re looking for. For instance, offer a discount if they purchase an item today. There&#8217;s no quicker way to get people to act than by giving away something for free. If you want your users to register for your site, for instance, consider giving them a free newsletter.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Offer customers payment options.</b> They should have a number of ways to pay for the products or services you&#8217;re offering. For example, you can offer an online payment service such as PayPal, and you can accept credit cards either online or through a toll-free number. After you design your home page, test it with users and track the responses you get. Create several versions of your home page—practice makes perfect!</p>\n</li>\n</ul>\n"},{"title":"Developing a concise marketing plan","thumb":null,"image":null,"content":"<p>Your marketing plan can be an elaborate 50-page business plan or a simple paragraph. In fact, many professional marketers suggest the simple one-paragraph plan because it&#8217;s focused and identifies the key components. A productive one-paragraph marketing plan has the following elements:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Purpose:</b> What&#8217;s the marketing plan supposed to accomplish?</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Benefits:</b> How will your products and services satisfy the needs of the customer?</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Customer:</b> Who&#8217;s your primary customer, and what&#8217;s your strategy for building long-term relationships with that customer?</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Company image:</b> How will the customer see your company? Remember, customers will contribute to positioning your company in the marketplace.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Niche:</b> What&#8217;s the niche in the market that your company has defined and will serve?</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Tactics:</b> What specific marketing tools will you use to reach customers? You can utilize advertising, promotion, a Web site, publicity, and so on.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Budget:</b> How much of your budget will you allocate to this effort?</p>\n</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0},"sponsorAd":"","sponsorEbookTitle":"","sponsorEbookLink":"","sponsorEbookImage":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2022-04-27T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":208494},{"headers":{"creationTime":"2016-03-27T16:51:56+00:00","modifiedTime":"2022-04-25T15:43:58+00:00","timestamp":"2022-09-14T18:19:39+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"title":"Robert’s Rules For Dummies Cheat Sheet","strippedTitle":"robert’s rules for dummies cheat sheet","slug":"roberts-rules-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Remember all the details of parliamentary procedure to ensure efficient decision-making and due regard for the rights of the minority.","noIndex":0,"noFollow":0},"content":"Robert's Rules provides rules and procedures that allow a deliberative assembly to make its decisions efficiently, and with all due regard for the rights of the minority. Following the rules ensures more a fair and more achievable outcome without wasting time, but remembering all the details of parliamentary procedure can be a tall order.\r\n\r\nKeeping some quick reference material on hand when you enter a meeting will ensure you have the important information you need to effectively and democratically achieve the business of the assembly.","description":"Robert's Rules provides rules and procedures that allow a deliberative assembly to make its decisions efficiently, and with all due regard for the rights of the minority. Following the rules ensures more a fair and more achievable outcome without wasting time, but remembering all the details of parliamentary procedure can be a tall order.\r\n\r\nKeeping some quick reference material on hand when you enter a meeting will ensure you have the important information you need to effectively and democratically achieve the business of the assembly.","blurb":"","authors":[{"authorId":9838,"name":"C. Alan Jennings, PRP","slug":"c-alan-jennings-prp","description":"","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9838"}}],"primaryCategoryTaxonomy":{"categoryId":34255,"title":"General Business","slug":"general-business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":220933,"title":"Robert’s Rules for Reports and Recommendations","slug":"roberts-rules-reports-recommendations","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/220933"}},{"articleId":220922,"title":"Being Secretary According to Robert’s Rules","slug":"secretary-according-roberts-rules","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/220922"}},{"articleId":220917,"title":"Robert’s Rules for Contesting an Election","slug":"roberts-rules-contesting-election","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/220917"}},{"articleId":220900,"title":"Robert’s Rules for Disposing of a Main Motion","slug":"roberts-rules-disposing-main-motion","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/220900"}},{"articleId":220894,"title":"Robert’s Rules for Interrupting a Debate","slug":"roberts-rules-interrupting-debate","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/220894"}}],"fromCategory":[{"articleId":271244,"title":"Design Thinking: Making Ideas Clear and Tangible","slug":"design-thinking-making-ideas-clear-and-tangible","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271244"}},{"articleId":271238,"title":"Design Thinking: Creativity Techniques","slug":"design-thinking-creativity-techniques","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271238"}},{"articleId":271232,"title":"Design Thinking: The Customer Journey","slug":"design-thinking-the-customer-journey","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271232"}},{"articleId":271227,"title":"Design Thinking: Using an Empathy Map","slug":"design-thinking-using-an-empathy-map","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271227"}},{"articleId":271221,"title":"Design Thinking: Characterizing a Customer Using the Persona Method","slug":"design-thinking-characterizing-a-customer-using-the-persona-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271221"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282542,"slug":"roberts-rules-for-dummies","isbn":"9781119824589","categoryList":["business-careers-money","business","general-business"],"amazon":{"default":"https://www.amazon.com/gp/product/1119824583/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119824583/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119824583-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119824583/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119824583/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/9781119824589-170x255.jpg","width":170,"height":255},"title":"Robert's Rules For Dummies","testBankPinActivationLink":"","bookOutOfPrint":true,"authorsInfo":"<p><b><b data-author-id=\"35022\">C. Alan Jennings</b>, PRP,</b> is a Professional Registered Parliamentarian credentialed by the National Association of Parliamentarians. He is a past President of the Louisiana Association of Parliamentarians and a member of the American Institute of Parliamentarians.</p>","authors":[{"authorId":35022,"name":"C. Alan Jennings","slug":"c-alan-jennings","description":" <p><b>C. Alan Jennings, PRP,</b> is a Professional Registered Parliamentarian credentialed by the National Association of Parliamentarians. He is a past President of the Louisiana Association of Parliamentarians and a member of the American Institute of Parliamentarians.</p> ","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/35022"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119824589&quot;]}]\" id=\"du-slot-63221b3bd67e9\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119824589&quot;]}]\" id=\"du-slot-63221b3bd7074\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":175196,"title":"Using Robert's Rules: The Presiding Officer’s Script","slug":"using-roberts-rules-the-presiding-officers-script","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/175196"}},{"articleId":175185,"title":"Making and Handling Motions Following Robert's Rules","slug":"making-and-handling-motions-following-roberts-rules","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/175185"}},{"articleId":175180,"title":"Following the Standard Order of Business","slug":"following-the-standard-order-of-business","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/175180"}}],"content":[{"title":"The presiding officer's script","thumb":null,"image":null,"content":"<p>The best <a href=\"https://dummies-wp-admin.dummies.com/careers/business-skills/ten-tips-for-presiding-officers-per-roberts-rules/\" target=\"_blank\" rel=\"noopener\">presiding officers </a>plan ahead. With an agenda and knowledge of the business at hand before the meeting, a plan can turn into a script like the following example that following Robert’s Rules and will enable you to preside like a pro.</p>\n<h3><strong>President’s Scripted Agenda</strong></h3>\n<p>June 19, 2012</p>\n<p>Call to order:</p>\n<p>3:00 p.m.</p>\n<p>Rap the gavel once. One time. Uno Rappo. Ein Bangf.</p>\n<p><em>The meeting will come to order.</em></p>\n<p>Approval or correction of minutes:</p>\n<p><em>The secretary’s draft of the minutes of the May meeting was sent to you last week, and a copy is in your meeting packet. Knowing you all to be judicious minute-readers, please let me know now if you found any errors. </em></p>\n<p>Pause.</p>\n<p><em>Are there any corrections to the minutes as distributed?</em></p>\n<p>Take corrections until there are no more.</p>\n<p><em>If there are no (further) corrections, the minutes stand approved as distributed (corrected).</em></p>\n<p><em>The next order of business is officer reports.</em></p>\n<h3><strong>Reports of Officers</strong></h3>\n<p>President’s Report:</p>\n<p><em>You have a copy of my written report, so I’ll review a couple of highlights and move on. </em></p>\n<p>Treasurer’s Report:</p>\n<p><em>The treasurer is absent this afternoon, but furnished his report. Let’s take a minute to review it. I hope I can answer any questions.</em></p>\n<p><em>We have 281 dues-paid members, $21,272 total cash accounts. You have in your meeting packets some financial reports for the period 1/1 to 5/31.</em></p>\n<p><em>You have an itemized income and expense report covering our year to date in your materials along with an expense detail available; if you have any questions, I’ll be glad to try to answer them.</em></p>\n<p>Handle questions:</p>\n<p><em>No action is required on the treasurer’s report. It will be filed for audit.</em></p>\n<p><em>Before we continue, please allow me to report some committee appointments. </em></p>\n<p>Report committee chairmen and membership appointments so far.</p>\n<p>Executive Director’s Report:</p>\n<p><em>The chair recognizes Mr. ED for a report.</em></p>\n<p><em>Thank you Mr. ED</em></p>\n<p><em>There are a number of recommendations here and we’ll take them up one at a time. . . .</em></p>\n<p>Ask Secretary to read the first recommendation. Someone then should “move the adoption of the recommendation just read.”</p>\n<p>State the motion</p>\n<p><em>It is moved to adopt the recommendation just read. Is there debate?” </em></p>\n<p>Handle discussion; put the question when ready by saying,</p>\n<p><em>Those in favor say “Aye” [pause] </em></p>\n<p><em>Those opposed say “No”. . . .</em></p>\n<p><em>The motion passes (fails) and the recommendation is (not) adopted.</em></p>\n<p><em>The next order of business is standing committee reports.</em></p>\n<h3><strong>Reports of Standing Committees</strong></h3>\n<p>Membership Committee Chairman’s Report:</p>\n<p><em>The chair recognizes ____ for the membership committee report.</em></p>\n<p>[Script for motions arising from the report]</p>\n<p><em>Thank you ____.</em></p>\n<p>Finance Committee Chairman’s Report:</p>\n<p><em>Your president is the current finance chairman and the treasurer’s report given earlier covered everything.</em></p>\n<p>Convention Committee Report:</p>\n<p><em>Members, complete information from the last Convention that has not been finalized, and the Convention Committee will report at the next meeting.</em></p>\n<p><em>Next order of business is reports of special committees.</em></p>\n<h3><strong>Reports of Special Committees</strong></h3>\n<p>Special Certification Committee Report:</p>\n<p><em>The chair recognizes ____ for the certification committee report.</em></p>\n<p>[Script and handle motions arising from this report]</p>\n<p><em>Thank you.</em></p>\n<p>Special Chapter Charter Revision Committee Report:</p>\n<p><em>The chair recognizes ____ for the chapter charter revision committee report.</em></p>\n<p><em>You have a written committee report. The committee recommends you adopt the following resolution.</em></p>\n<p>Read the resolution.</p>\n<p><em>The question is on the adoption of the resolution just read. Is there debate?</em></p>\n<p>Handle debate, put the question, announce the result.</p>\n<p><em>The motion passes, and the resolution is adopted.</em></p>\n<h3><strong>New Business</strong></h3>\n<p><em>Is there new business?</em></p>\n<p><em>The Chair recognizes AB.</em></p>\n<p>[AB makes motion and it is seconded.]</p>\n<p><em>It is moved and seconded to create a special committee of three members to be appointed by the president to report recommendations on requirements for annual continuing education credits for members.</em></p>\n<p>Handle debate, put the question, announce the result.</p>\n<p><em>Is there any further business to come before the meeting?</em></p>\n<h3><strong>Announcements</strong></h3>\n<p><em>We need to set the date for our next meeting. It looks like September 18 is the usual date. Shall we meet next at 3 pm on September 18? Hearing no objection, we’ll meet next on September 18 at 3pm here at the clubhouse.</em></p>\n<h3><strong>Adjourn</strong></h3>\n<p><em>There being no further business to come before the board, the meeting is adjourned.</em></p>\n"},{"title":"Making and handling motions following Robert's Rules","thumb":null,"image":null,"content":"<p>In an organization that’s following Robert’s Rules, when that light bulb goes off in your head and you have a great idea, you make a motion to get your idea discussed and a decision made. Here are the eight steps required from start to finish to make a motion and get the decision of the assembly. Each step is a required part of the process. See also <a href=\"https://dummies-wp-admin.dummies.com/careers/business-skills/roberts-rules-on-basic-motions/\" target=\"_blank\" rel=\"noopener\">Robert’s Rules on Basic Motions</a>.</p>\n<table width=\"655\">\n<tbody>\n<tr>\n<td>Step</td>\n<td>What to Say</td>\n</tr>\n<tr>\n<td>1. The member rises and addresses the chair.</td>\n<td>“Mr./Madam Chairman.”</td>\n</tr>\n<tr>\n<td>2. The chair recognizes the member.</td>\n<td>“The chair recognizes Ms. Gliggenschlapp.”</td>\n</tr>\n<tr>\n<td>3. The member makes a motion.</td>\n<td>“I move to purchase a copy of <em>Robert’s Rules For<br />\nDummies</em> for our president.”</td>\n</tr>\n<tr>\n<td>4. Another member seconds the motion.</td>\n<td>“Second.”</td>\n</tr>\n<tr>\n<td>5. The chair states the motion.</td>\n<td>“It is moved and seconded to purchase a copy of<br />\n<em>Robert’s Rules For Dummies</em> for your president. Are you ready for the question?”</td>\n</tr>\n<tr>\n<td>6. The members debate the motion.</td>\n<td>“The chair recognizes Ms. Gliggenschlapp to speak to her<br />\nmotion. . . .”</td>\n</tr>\n<tr>\n<td>7. The chair puts the question, and the members vote.</td>\n<td>“Those in favor of adopting the motion to buy a copy of <em>Robert’s Rules For Dummies</em> for your president, say<br />\n‘Aye.’ [pause] Those opposed, say ‘No.’”</td>\n</tr>\n<tr>\n<td>8. The chair announces the result of the vote.</td>\n<td>“The ayes have it, and the motion carries. A copy of<br />\n<em>Robert’s Rules For Dummies</em> will be purchased for your<br />\npresident.”</td>\n</tr>\n</tbody>\n</table>\n"},{"title":"Following the standard order of business","thumb":null,"image":null,"content":"<p>An easy way to remember the Robert’s Rules standard order of business is with the mnemonic 3R-SUN — you can see it clearly in the following list. This list is a quick reference to make it easy for you to set up a <a href=\"https://dummies-wp-admin.dummies.com/education/politics-government/roberts-rules-using-an-agenda-to-produce-better-meetings/\" target=\"_blank\" rel=\"noopener\">basic agenda for your meeting</a>.</p>\n<ol>\n<li>Reading and approval of minutes</li>\n<li><a href=\"https://dummies-wp-admin.dummies.com/careers/business-skills/roberts-rules-and-the-reports-of-officers-boards-and-special-committees/\" target=\"_blank\" rel=\"noopener\">Reports of officers, boards</a>, and standing committees</li>\n<li>Reports of special (select and ad hoc) committees</li>\n<li><a href=\"https://dummies-wp-admin.dummies.com/careers/business-skills/roberts-rules-and-special-orders-of-the-day/\" target=\"_blank\" rel=\"noopener\">Special orders</a></li>\n<li><a href=\"https://dummies-wp-admin.dummies.com/careers/business-communication/roberts-rules-unfinished-business-general-orders/\" target=\"_blank\" rel=\"noopener\">Unfinished business</a> and general orders</li>\n<li>New business</li>\n</ol>\n<p>&nbsp;</p>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0},"sponsorAd":"","sponsorEbookTitle":"","sponsorEbookLink":"","sponsorEbookImage":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2021-12-03T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":208284},{"headers":{"creationTime":"2016-03-27T16:48:34+00:00","modifiedTime":"2022-04-18T19:39:33+00:00","timestamp":"2022-09-14T18:19:38+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"General Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"},"slug":"general-business","categoryId":34255}],"title":"Business Storytelling For Dummies Cheat Sheet","strippedTitle":"business storytelling for dummies cheat sheet","slug":"business-storytelling-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"This Cheat Sheet outlines a variety of different ways to approach storytelling in your business to connect with your audience.","noIndex":0,"noFollow":0},"content":"Successful businesses have discovered the power of storytelling and its ability to affect the bottom line. A good way to start building your business stories is to use the time-honored storyboarding technique.\r\n\r\nThere are usually a few ways to tell the same story — the one you choose may depend on the circumstances of the telling, the audience, your intent and goal in telling it, and other factors. Sometimes it can be a challenge to “pull” stories out of your organization so that they can be structured and polished for your purposes, and you may need to use story prompts to dig out the storytelling gold that exists in any company or organization.","description":"Successful businesses have discovered the power of storytelling and its ability to affect the bottom line. A good way to start building your business stories is to use the time-honored storyboarding technique.\r\n\r\nThere are usually a few ways to tell the same story — the one you choose may depend on the circumstances of the telling, the audience, your intent and goal in telling it, and other factors. Sometimes it can be a challenge to “pull” stories out of your organization so that they can be structured and polished for your purposes, and you may need to use story prompts to dig out the storytelling gold that exists in any company or organization.","blurb":"","authors":[{"authorId":9532,"name":"Karen Dietz","slug":"karen-dietz","description":" <p><b>Karen Dietz</b>, PhD, is a 25-year veteran in business storytelling consulting, training, and leadership, and organizational development.</p> <p><b>Lori L. Silverman</b> offers business storytelling training, keynotes, and consulting. For 26 years, she's advised enterprises on strategic planning and organizational change.</p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9532"}},{"authorId":9533,"name":"Lori L. Silverman","slug":"lori-l-silverman","description":" <p><b>Karen Dietz</b>, PhD, is a 25-year veteran in business storytelling consulting, training, and leadership, and organizational development.</p> <p><b>Lori L. Silverman</b> offers business storytelling training, keynotes, and consulting. For 26 years, she's advised enterprises on strategic planning and organizational change.</p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9533"}}],"primaryCategoryTaxonomy":{"categoryId":34255,"title":"General Business","slug":"general-business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34255"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":160936,"title":"10 Things You Should Always Do When Working with Storytelling","slug":"10-things-you-should-always-do-when-working-with-storytelling","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/160936"}},{"articleId":160934,"title":"How Data Can Enhance Your Business Storytelling","slug":"how-data-can-enhance-your-business-storytelling","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/160934"}},{"articleId":160933,"title":"How to Write Business Storytelling Titles that Grab People’s Attention","slug":"how-to-write-business-storytelling-titles-that-grab-peoples-attention","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/160933"}},{"articleId":160935,"title":"Business Storytelling with Virtual Teams","slug":"business-storytelling-with-virtual-teams","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/160935"}},{"articleId":160911,"title":"Different Types of Business Stories and How to Find Them","slug":"different-types-of-business-stories-and-how-to-find-them","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/160911"}}],"fromCategory":[{"articleId":271244,"title":"Design Thinking: Making Ideas Clear and Tangible","slug":"design-thinking-making-ideas-clear-and-tangible","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271244"}},{"articleId":271238,"title":"Design Thinking: Creativity Techniques","slug":"design-thinking-creativity-techniques","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271238"}},{"articleId":271232,"title":"Design Thinking: The Customer Journey","slug":"design-thinking-the-customer-journey","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271232"}},{"articleId":271227,"title":"Design Thinking: Using an Empathy Map","slug":"design-thinking-using-an-empathy-map","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271227"}},{"articleId":271221,"title":"Design Thinking: Characterizing a Customer Using the Persona Method","slug":"design-thinking-characterizing-a-customer-using-the-persona-method","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/271221"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282041,"slug":"business-storytelling-for-dummies","isbn":"9781118661215","categoryList":["business-careers-money","business","general-business"],"amazon":{"default":"https://www.amazon.com/gp/product/1118661214/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1118661214/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1118661214-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1118661214/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1118661214/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/business-storytelling-for-dummies-cover-9781118661215-203x255.jpg","width":203,"height":255},"title":"Business Storytelling For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"<b data-author-id=\"9532\">Karen Dietz</b>, PhD, is a 25-year veteran in business storytelling consulting, training, and leadership, and organizational development. Lori L. Silverman offers business storytelling training, keynotes, and consulting. For 26 years, she's advised enterprises on strategic planning and organizational change.","authors":[{"authorId":9532,"name":"Karen Dietz","slug":"karen-dietz","description":" <p><b>Karen Dietz</b>, PhD, is a 25-year veteran in business storytelling consulting, training, and leadership, and organizational development.</p> <p><b>Lori L. Silverman</b> offers business storytelling training, keynotes, and consulting. For 26 years, she's advised enterprises on strategic planning and organizational change.</p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9532"}},{"authorId":9533,"name":"Lori L. Silverman","slug":"lori-l-silverman","description":" <p><b>Karen Dietz</b>, PhD, is a 25-year veteran in business storytelling consulting, training, and leadership, and organizational development.</p> <p><b>Lori L. Silverman</b> offers business storytelling training, keynotes, and consulting. For 26 years, she's advised enterprises on strategic planning and organizational change.</p>","hasArticle":false,"_links":{"self":"https://dummies-api.dummies.com/v2/authors/9533"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781118661215&quot;]}]\" id=\"du-slot-63221b3a5b776\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;general-business&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781118661215&quot;]}]\" id=\"du-slot-63221b3a5c185\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":160910,"title":"Storyboarding Your Business Story","slug":"storyboarding-your-business-story","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/160910"}},{"articleId":160912,"title":"11 Story Structures for Business Storytelling","slug":"11-story-structures-for-business-storytelling","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/160912"}},{"articleId":160911,"title":"Different Types of Business Stories and How to Find Them","slug":"different-types-of-business-stories-and-how-to-find-them","categoryList":["business-careers-money","business","general-business"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/160911"}}],"content":[{"title":"Storyboarding your business story","thumb":null,"image":null,"content":"<p>Storyboarding is a nonlinear way to craft and learn your business stories. Here are the steps to creating an effective one. If you’ve been crafting your stories in other ways, try this approach for variety. It may stimulate a more creative flow.</p>\n<table>\n<tbody>\n<tr>\n<th>Steps</th>\n<th>Instructions</th>\n<th>Comments</th>\n</tr>\n<tr>\n<td>Step 1</td>\n<td>Grab a pad of Post-It notes, a stack of 3 × 5 cards, and<br />\nsomething to write with.</td>\n<td>If your story is very long, it can help to break up sections by<br />\nusing different colored 3 × 5 cards.</td>\n</tr>\n<tr>\n<td>Step 2</td>\n<td>Start with an image or a trigger word. What’s the first<br />\nimage that brings your story to mind? What’s the first image<br />\nyou want to convey to listeners? Some images may be too complex to<br />\ndraw. But a simple trigger word generates an image in the mind. So<br />\nfeel free to generate a mix of images and trigger words.<br />\nDraw the image or write the trigger word on a Post-It and stick it<br />\nto a 3 × 5 card. This isn’t about art! Just scribble<br />\nwhat you need to so you can remember the image or word.<br />\nIf you don’t like what you drew or the selected word, rip off<br />\nthe Post-It and write a new one. That’s a lot cheaper than<br />\nrecycling 3 × 5 cards.</td>\n<td>For stories to be authentically shared, don’t memorize<br />\nthem by rote. Spend time figuring out the images and trigger words<br />\nyou want to convey and put them in the order you want so you can<br />\nshare the story. Having a solid launch makes the rest of the story<br />\neasier to tell.<br />\nIf you can see the image, you can convey it to your listeners. The<br />\njob of the storyteller, when telling, is to feed the listener<br />\nimages to feast on. Focusing on images is an easy way to both<br />\nremember the story and trigger the experience in your<br />\nlisteners’ minds. When you’re re-experiencing the<br />\nstory, your listeners can experience it with you.</td>\n</tr>\n<tr>\n<td>Step 3</td>\n<td>Continue through the rest of the story. Keep drawing images<br />\nand/or scribbling trigger words until you’ve gone through the<br />\nentire story. By the end you should have a full image deck.</td>\n<td>Don’t worry about how many cards you have at this point.<br />\nJust get the images down in the order you think they go in. The<br />\nsize of the deck can get large if it’s a long story. Rubber<br />\nband sets of them together if you need to.</td>\n</tr>\n<tr>\n<td>Step 4</td>\n<td>By yourself, review the story and eliminate extraneous details.<br />\nKeep it simple. Boil the story down to its essential images.</td>\n<td>In the first pass you might create a card for every piece and<br />\ndetail of the story. That can easily become overwhelming. Now is<br />\nthe time to start winnowing down the pile to make it manageable and<br />\neasier to remember.</td>\n</tr>\n<tr>\n<td>Step 5</td>\n<td>Speak the story out loud. Rearrange the images as you need to.<br />\nYou may also find that an image or trigger word you discarded<br />\nbecomes important again. Add it back in. Likewise, some other<br />\nimages can be eliminated.</td>\n<td>Once you start speaking the story out loud, the order of the<br />\nimages may change. This is normal as you recall what happened and<br />\nfigure out how the story wants to be told.</td>\n</tr>\n<tr>\n<td>Step 6</td>\n<td>Images need transitions to get the listener from one place in<br />\nthe story to the next. Solidify these transitions. Write them out,<br />\nif necessary. These are usually very short — typically a<br />\nsimple sentence. It can often help to memorize these<br />\ntransitions.</td>\n<td>Transitions help get you to the story’s key message. If<br />\nyou’re clear about them, then you have flexibility in how you<br />\nshare your experiences. They allow you to tell the story in<br />\ndifferent ways to different audiences while still remembering the<br />\nsteps you took to get to the key point.</td>\n</tr>\n<tr>\n<td>Step 7</td>\n<td>Practice, practice, practice. Practice the story out loud. Get<br />\nused to hearing your story being spoken.<br />\nTake your image deck out for a walk, telling your story out loud as<br />\nyou work through your cards. Or speak it while on a treadmill. Time<br />\nyour story as you practice and walk with it.<br />\nShare your story with a trusted partner.</td>\n<td>In this step you’re learning to tell the story by moving<br />\nfrom image to image, and using your transitions to get from one<br />\nplace to another.<br />\nAs you speak it out loud and with trusted friends, make further<br />\nadjustments as you figure out what’s working and what you<br />\nwant to fix.<br />\nSpeaking your story out loud as you walk or use a treadmill are<br />\nterrific ways to build the story into you physically, while<br />\ntraining you to tell it in spite of distractions. This is how you<br />\nbegin to know physically what 10 minutes feels like. Or 3 minutes.<br />\nIf you only have 3 minutes or 10 minutes to share your story,<br />\nbuilding in this internal time clock is invaluable —<br />\nespecially when a clock or timer isn’t available. And how<br />\noften do you glance at your watch when telling a story? Hardly<br />\never. If you do this physical step, you won’t need to.</td>\n</tr>\n<tr>\n<td>Step 8</td>\n<td>Practice and tell your story without the cards.</td>\n<td>Yeah! You’ve arrived. You know your story. You know the<br />\norder of the images so you can tell it well and with confidence.<br />\nYour transitions flow and the key message and following action<br />\nsteps are delivered flawlessly.<br />\nNow you can tell that story in different ways by simply reordering<br />\nthe cards, finding new transitions, and maybe even sharing a<br />\ndifferent key point and/or action steps.<br />\nJust keep having fun!</td>\n</tr>\n</tbody>\n</table>\n"},{"title":"11 story structures for business storytelling","thumb":null,"image":null,"content":"<p>If you want to develop and deliver a memorable story to your business audience — whether your listeners be employees, stockholders, or customers — you need to consider how to shape your storytelling. Here are some ways in which you might build your business story for maximum impact:</p>\n<table>\n<tbody>\n<tr>\n<th>Name</th>\n<th>Structure</th>\n<th>Comments</th>\n</tr>\n<tr>\n<td>“I’m Better Off”</td>\n<td>Main character gets in trouble, then gets out of trouble, and<br />\nends up better off for the experience.</td>\n<td>Story of struggle and redemption — of losing everything<br />\nand gaining something better in return. A bankruptcy, being let go<br />\nfrom a job, losing a home, or making major mistakes and recovering<br />\nfrom them.</td>\n</tr>\n<tr>\n<td>“Highlight Both Loss and Gain”</td>\n<td>Main character falls in love with a business or opportunity or<br />\nis doing work that fulfills their dreams — loses it when<br />\nsomething puts those dreams on hold — and then regains<br />\nit.</td>\n<td>This is a very common business story. What makes it different<br />\nthan “I’m Better Off” is that there’s a dream<br />\nthat starts the story, which is followed by loss.</td>\n</tr>\n<tr>\n<td>“The Cinderella Down-and-Out Story”</td>\n<td>The main character is in a bad spot. A special helper provides<br />\ngifts, but then the character loses their good standing. Eventually<br />\nthat good standing is restored, and the character gains incredible<br />\nbliss.</td>\n<td>The most popular story in Western civilization. In business,<br />\nthis could be a story of dissatisfying work and living in<br />\ndesperation. Then a mentor comes along and transforms the<br />\nperson’s life, but circumstances still hold the character<br />\nback. These are eventually resolved which leads to the<br />\ncharacter’s dreams being realized.</td>\n</tr>\n<tr>\n<td>SHARES</td>\n<td>Start with a <i>setting</i> (“I was sitting at my desk . .<br />\n.”), followed by the <i>hindrance</i> or obstacle that’s<br />\ncreating a problem. The <i>action</i> that was taken is given next,<br />\nfollowed by the <i>result</i>. The teller then provides a statement<br />\n<i>evaluating</i> the experience (“this made me think about .<br />\n. .”), ending with <i>suggested actions</i>.</td>\n<td>This is a very useful structure to use when time is limited.<br />\nIt’s particularly helpful during interviews. Or in e-mail<br />\nnewsletters and on blogs where space is short.</td>\n</tr>\n<tr>\n<td>PARLAS</td>\n<td>Start by presenting the <i>problem</i>. Then work your way<br />\nthrough the <i>action</i> taken to solve the problem, what the<br />\n<i>result</i> was, what was <i>learned</i> in the process<br />\n(“what I learned from this was . . .”), how that learning<br />\n<i>applies</i> to today, and ending with <i>suggested</i> actions<br />\nfor your audience.</td>\n<td>This is a very useful structure to use when time is limited.<br />\nIt’s particularly helpful during interviews. Or in e-mail<br />\nnewsletters and on blogs where space is short.</td>\n</tr>\n<tr>\n<td>CHARQES</td>\n<td>Start with laying out the <i>context</i> — what was<br />\nhappening and why. Then the <i>challenge</i> is presented, what<br />\n<i>action</i> was taken comes next, followed by the <i>result</i><br />\nin <i>quantifiable</i> numbers. After this, the teller gives an<br />\n<i>evaluation</i> of the experience and finally provides<br />\n<i>suggested</i> actions to take.</td>\n<td>This is a very useful structure to use when time is limited.<br />\nIt’s particularly helpful during interviews. Or in e-mail<br />\nnewsletters and on blogs where space is short.</td>\n</tr>\n<tr>\n<td>CCARLS</td>\n<td>Start with the <i>context</i> of the issue (similar to<br />\nCHARQES). Then the <i>challenge</i> is presented, the <i>action</i><br />\nthat was taken is brought in, and the <i>result</i> is provided<br />\n— along with the <i>lesson</i><i>.</i> <i>Suggested</i><br />\nactions are given at the end.</td>\n<td>This is a very useful structure to use when time is limited.<br />\nIt’s particularly helpful during interviews. Or in e-mail<br />\nnewsletters and on blogs where space is short.</td>\n</tr>\n<tr>\n<td>“Open with an Opportunity”</td>\n<td>Present a possibility — a dream, a promise — based<br />\non what’s known to be true today. Follow this with the<br />\nobstacle that’s preventing this possibility from happening,<br />\nhow others have already helped to (partially) remove the obstacle<br />\n(if indeed that’s the case), and the action steps your<br />\naudience can take to overcome it.</td>\n<td>This is a powerful structure for nonprofits and companies<br />\ninvolved in social change.</td>\n</tr>\n<tr>\n<td>“Speak to the Why”</td>\n<td>1. State a problem that the product or service addresses.<br />\n2. The first “why” is: Why is that important? Because . .<br />\n.<br />\n3. The second “why”: Why is that important? Because . .<br />\n.<br />\n4. The third “why”: Why is that important? Because . .<br />\n.<br />\n5. The fourth “why”: Why is that important? Because . .<br />\n.<br />\n6. The fifth “why”: Why is that important? Because . .<br />\n.<br />\n7. The ultimate “why” is: Because . . .</td>\n<td>Use in marketing to get at a product or service story.<br />\nExample:<br />\n1. Our product makes stinky sneakers smell better.<br />\n2. Because stinky sneakers turn people off.<br />\n3. Because when they’re turned off to you, they won’t<br />\nwant to hang around you.<br />\n4. Because if they don’t want to hang around you, you<br />\ncan’t get to know them.<br />\n5. Because if you can’t get to know them, you can’t<br />\ndate them.<br />\n6. Because if you can’t date them, you won’t get one to<br />\nmarry you.<br />\n7. The ultimate “why”: If you have smelly sneakers,<br />\nyou’ll never find your mate (and never get married).</td>\n</tr>\n<tr>\n<td>“Leverage the Underdog”</td>\n<td>1. Describe the significant struggle that the person has<br />\nexperienced.<br />\n2. Insert a hint of hope.<br />\n3. Share the moment of deliverance from the struggle.<br />\n4. Provide the key message.<br />\n5. Reference back to the implied action steps or attitudes if this<br />\ncan be done appropriately.<br />\n6. Show how your organization is celebrating the success.</td>\n<td>People love underdogs. Think Superman, Spiderman, and other<br />\nfavorite heroes who experience deliverance. Hint: We’re all<br />\nheroes who’ve experienced deliverance. And many of your<br />\ncustomers are underdogs who have overcome and persevered. Hope is<br />\nthe ultimate message.</td>\n</tr>\n<tr>\n<td>“Present-Future”</td>\n<td>1. Start out by painting the picture of the current<br />\nreality.<br />\n2. Introduce the first turning point — the urgent call to do<br />\nthings differently.<br />\n3. State what could be.<br />\n4. Outline what is (based on another part of step 1).<br />\n5. State another example of what could be.<br />\n6. Outline what is (based on another part of step 1).<br />\n7. State another example of what could be.<br />\n8. Outline what is (based on another part of step 1).<br />\n9. Introduce the second turning point — the call to action<br />\n— and articulate the finish line and problem resolution.<br />\nThese are action steps that will resolve shortcomings in the<br />\ncurrent reality and bring about the future.<br />\n10. End on a higher plane. Have proof of a happy ending to share so<br />\nfolks know their hard work, dedication, commitment, and<br />\nperseverance will pay off. They’ll have a greater commitment<br />\nto taking action knowing it won’t be easy, but worth it.</td>\n<td>This structure is very useful when presenting a project that<br />\nyou want people to support or become a part of. And it’s a<br />\ngreat structure to use when launching change.</td>\n</tr>\n</tbody>\n</table>\n"},{"title":"Different types of business stories and how to find them","thumb":null,"image":null,"content":"<p>Organizations use and tell lots of different types of stories, many of which are listed here. Each type is appropriate for various unique uses and applications. <i>Story prompt</i><i>s</i> are things you say to someone else in order to draw out the story.</p>\n<table>\n<tbody>\n<tr>\n<th>Name and Definition</th>\n<th>Possible Story Prompts or Steps to Craft These Stories</th>\n</tr>\n<tr>\n<td>“Your founding” stories: Moments in your life that<br />\nmade a huge difference in who you are today. Sometimes people talk<br />\nabout these as <i>I finally realized who I am</i> or<br />\n<i>Here’s when I began to feel comfortable in my own skin</i><br />\nsituations.</td>\n<td>“An event surrounding your birth may be of huge<br />\nsignificance. Enlighten me about a time like this.”<br />\n“Share with me a memory about an early childhood situation<br />\nthat defines you to this day.”<br />\n“Tell me about an event that has profoundly shaped you as a<br />\nperson.”<br />\n“Tell me about that moment when you just knew you needed to<br />\npursue the career or business you have today.”</td>\n</tr>\n<tr>\n<td>“Organizational founding” stories: Every organization<br />\nhas a unique founding story about its inception and which problem<br />\nit originally was focused on solving. This type of story includes<br />\nstories about the founder and/or key leaders.</td>\n<td>Ask the founders: “Tell me about that moment which<br />\nmotivated you to start the organization. Or about a problem that<br />\nyou couldn’t solve that led you to start this organization.<br />\nOr about an experience that compelled you to conceive this<br />\norganization.”<br />\nIf it’s your own company: “Tell me about that moment<br />\nwhen you clearly knew you had to open your own business. Or about<br />\nan experience you had earlier in life that led you to create this<br />\norganization.”<br />\nIf your organization has been around for a long time: If no one<br />\nrecalls how it started, dig into archives and old newspaper<br />\nclippings.<br />\nIf you work for a government agency: The founding story may be<br />\nburied in legislative materials or the creation of a law. Go find<br />\nthat stuff and piece together the story. If you can, interview<br />\nthose who may have been involved at the time.<br />\nIf the company has completely reinvented itself: “Tell me<br />\nabout the event or situation that was a key turning point in the<br />\norganization.”<br />\nFor existing products and services: Figure out who was responsible<br />\nfor their creation. “Tell me about the situation, or series of<br />\nsituations, that caused you to invent XYZ.”<br />\nIf you’re working on a new offering or innovation: Keep track<br />\nof what sparked the effort. Then craft a story about it.</td>\n</tr>\n<tr>\n<td>“What you stand for” stories: Stories that relay what<br />\nyou value and prize the most. They may come from experiences in<br />\nyour personal life or within a work setting unrelated to where<br />\nyou’re employed today.</td>\n<td>“Tell me about a situation that caused you to realize you<br />\nhold strongly to a specific value in life.”<br />\n“Paint for me a picture of a time in your life where you were<br />\nvery clear about what’s essential to your ethical<br />\nwell-being.”<br />\n“Enlighten me about a time when a principle you hold became<br />\nnon-negotiable for you.”</td>\n</tr>\n<tr>\n<td>“What the organization stands for” stories: Stories<br />\nthat depict how core values are <i>embodied</i> in your workplace.<br />\nThese aren’t stories to say that your organization has<br />\nvalues. Convey what’s done to actualize these values.</td>\n<td>If you’re an entrepreneur wanting to distill what your<br />\nfirm stands for: Identify up to ten values that are critically<br />\nimportant to how you want to run your firm. Then systematically<br />\ncollect stories of how your organization embodies them.<br />\nIf you have feedback from customers, members, patients, clients,<br />\nand so on: Pull out situations that appear to exemplify the values<br />\nthese individuals feel are important in how your organization<br />\ninterfaces with them. Craft stories around these experiences.<br />\nIf your organization has been around for several years: Ask<br />\nlong-tenured employees: “Tell me about a time when the<br />\nbusiness operated in such a way that what’s highly prized<br />\ncame to the surface.” Or: “Tell me about a time when<br />\nqualities we most prize came through in our interactions with<br />\ncustomers.” Or: “Tell me about a time when what we most<br />\nprize about our business products or services was clearly<br />\ndemonstrated.”</td>\n</tr>\n<tr>\n<td>“What you do” stories: Stories about memorable<br />\nmoments in your work life that define how you spend your time told<br />\nin a way that allows others to <i>experience</i> what you do as an<br />\nindividual. These stories include both successses and<br />\nfailures.</td>\n<td>“Tell me about a time when you were influenced by a mentor<br />\nor coach and how that shaped the way you view your<br />\nwork.”<br />\n“Paint me a picture of a memorable moment in your career<br />\nthat’s impacted your perception of the work that you<br />\ndo.”<br />\n“Enlighten me about an event that’s profoundly impacted<br />\nyou as a person and how this is reflected in your work.”<br />\n“Tell me about the personal legacy that you’re leaving<br />\nthrough the work that you do.”<br />\n“Tell me a story about your work that reflects its ultimate<br />\nimportance.”</td>\n</tr>\n<tr>\n<td>“What the enterprise does” stories: Stories about the<br />\n<i>why</i> of what the organization believes in (this isn’t<br />\nto make a profit).</td>\n<td>“Tell me a story about the <i>why</i> behind what you, as<br />\nstaff, are collectively paid to do as an organization.”<br />\n“Talk to me about a customer challenge that demonstrates what<br />\ndrives your business.”<br />\n“Enlighten me about a situation that demonstrates the impact<br />\nyour organization has on the lives of individuals or the<br />\ncommunity.”<br />\n“Visualize and tell me about a specific moment in time that<br />\nrevealed to you and your colleagues the importance of the work you<br />\nall do.”</td>\n</tr>\n<tr>\n<td>“Personal vision” stories: An image of a possible,<br />\nattractive, and desirable state not yet realized. (This is a type<br />\nof “future” story.)</td>\n<td>Consider journaling stories related to the following prompts.<br />\nThen step back and observe what they’re telling you in sum<br />\ntotal:<br />\nTell yourself about a time when you truly expressed your passions.<br />\nOr paint a picture of what you see yourself doing for the rest of<br />\nyour life. Or create in your mind’s eye a story about what<br />\nyou envision your legacy will be.</td>\n</tr>\n<tr>\n<td>“Personal scenario” stories: Whenever you have a<br />\ndecision to make, you roll through multiple options. You can craft<br />\nstories around these scenarios. (This is a type of<br />\n“future” story)</td>\n<td>Select a complex decision that you need to make — an<br />\nissue that has significant consequences or is fuzzy somehow.<br />\nBrainstorm at least three options. For each option, craft the story<br />\nof what the outcome would look like if it were to be realized. Then<br />\nstep back and figure out which story best depicts the outcome that<br />\nbest suits the situation.</td>\n</tr>\n<tr>\n<td>“Dream” stories: A personal story about the future of<br />\na project, business, product, service, or enterprise. (This is a<br />\ntype of “future” story.)</td>\n<td>If you’re a leader, your job is to offer people a dream<br />\nand allow them to articulate their version of it. Sometimes these<br />\ndreams emerge from seeing what’s possible in the future.<br />\nSometimes the dream comes from the past — a video of a talk<br />\nfrom a leader who has since died, an unrealized project, archived<br />\nmaterials, or the organization’s founding.</td>\n</tr>\n<tr>\n<td>“Organizational future” stories: The story of the<br />\nfuture that you and your business’s customers, by being in<br />\nrelationship with each other, create to bring about a difference in<br />\nthe world. It’s a story of the better future that<br />\nyou’re advancing together, along with what you’re doing<br />\nnow to achieve it.</td>\n<td>This story is based on the organization’s vision,<br />\nstrategies, and goals coming to fruition at some future specified<br />\ndate. It expands a vision statement into a full-blown situation,<br />\nwith characters and conflicts that are overcome. To aid in doing<br />\nthis, you may want to conduct interviews with future-thinking<br />\ncustomers, vendors, and others who know your organization, and the<br />\ndifference your products and services are making and could make in<br />\npeople’s lives.</td>\n</tr>\n<tr>\n<td>“Project-specific future” stories</td>\n<td>Similar to an organizational future story, a project-specific<br />\nfuture story is based on what life will be like when the vision and<br />\nproject plan are fully implemented and operationalized.</td>\n</tr>\n<tr>\n<td>“Organizational-based scenario” stories</td>\n<td>Consider the approach used by the 2020 Media Futures Project.<br />\nYou can <a href=\"http://2020mediafutures.ca/Reports\"><b>download<br />\nseveral reports</b></a> that outline their approach.</td>\n</tr>\n<tr>\n<td>“Your personal success” stories</td>\n<td>“Share with me a memory about a time when you achieved a<br />\nmajor personal success that was unexpected.”<br />\n“Tell me about a time when you set out to do something and<br />\nfound success beyond your wildest dreams.”<br />\n“Enlighten me about a time in your personal life when you<br />\nstumbled into a wildly successful situation.”<br />\n“Tell me about a time when you consciously decided to become<br />\nsuccessful at something and, against all odds, reached your<br />\ngoal.”</td>\n</tr>\n<tr>\n<td>“Organizational success” stories</td>\n<td>If you’re an entrepreneur: Talk to your customers. Pull<br />\nthe stories out of them by saying: “Tell me about a<br />\nsignificant success you were able to achieve with the assistance<br />\nthat you received.”<br />\nIf you have customers, members, patients, clients, and so on: Draw<br />\nout testimonials and thank yous and turn them into success stories.<br />\nYou may need to re-contact these individuals for more input.<br />\nIf your organization has been around for several years: Go back<br />\ninto the archives and search for past successes that no one is<br />\ntalking about anymore. They are timeless. Craft stories around them<br />\nand make them visible. They may be just the spark that’s<br />\nneeded internally to motivate a stalled team and externally to<br />\nboost sales.<br />\nIf you have long-tenured employees: Have them tell you about a<br />\nmemorable success that they helped create. Or a situation that was<br />\nhighly successful that didn’t get enough air time. Or about a<br />\nrock star employee sparking a significant business success.<br />\nIf you have sales professionals: Ask for their favorite success<br />\nstories — the ones that turn prospects into buyers.</td>\n</tr>\n<tr>\n<td>“Overcoming personal barriers” stories</td>\n<td>“Share with me a memory about a time when you overcame a<br />\nmajor life hurdle.”<br />\n“Tell me about a time when you found yourself surrounded by so<br />\nmany obstacles that you thought you’d never be able to dig<br />\nyourself out — but you did.”<br />\n“Enlighten me about a time in your personal life when you<br />\nstumbled into a wildly successful situation.”<br />\n“Tell me about a time when you consciously decided to become<br />\nsuccessful at something and against all odds reached your<br />\ngoal.”</td>\n</tr>\n<tr>\n<td>“Overcoming organizational barriers” stories</td>\n<td>“Tell me about a time when an employee saved the<br />\nday.”<br />\n“Tell me about a major obstacle on a project and how it was<br />\nresolved.”<br />\n“Enlighten me about a situation where a group went the extra<br />\nmile to satisfy a customer.”<br />\n“Build me a story about a huge, unexpected challenge that<br />\narose and what was done to rectify it.”<br />\nGo back through the organization’s archives and find<br />\nsituations where the entire firm or a single brand offering was<br />\ncompromised and what was done to overcome that. Then craft stories<br />\nto help others appreciate these situations.</td>\n</tr>\n<tr>\n<td>“Your memorable customer” stories</td>\n<td>“Share with me a memory about an experience that made you<br />\nsay, ‘Wow. That was awesome service.’”<br />\n“Tell me about a time when you were shocked at how a customer<br />\nissue you were having was resolved.”<br />\n“Enlighten me about a situation in your personal life when an<br />\nemployee went above and beyond the call of duty to delight<br />\nyou.”</td>\n</tr>\n<tr>\n<td>“Your organization’s memorable customer”<br />\nstories: Stories about people you work with day in and day out and<br />\nhow they solved a customer’s problem, went the extra mile,<br />\novercame an obstacle to meet a customer need, and the like. These<br />\nstories may also come from your customers.</td>\n<td>From employees: “Tell me about a time when a customer used<br />\nour product or service and had a huge win. Or a situation where a<br />\ncustomer used our product or service and saved the day in their<br />\ncompany or were able to overcome a significant<br />\nobstacle.”<br />\nFrom customers: “Tell me about a time when you used our<br />\nproduct or service and had a huge win. Or a situation where you<br />\nused our product or service and saved the day in your company or<br />\nwere able to overcome a significant obstacle.”</td>\n</tr>\n<tr>\n<td>Stories from sponsors, funders, or supporters: Stories of how<br />\ntheir contributions made a difference to them and to your<br />\norganization and include the results that came from their<br />\nsupport.</td>\n<td>1. Share stories (not statistics and information) with them<br />\nabout how their actions led to specific results.<br />\n2. Ask them for the story of what led to their support. Listen<br />\ndelightedly.<br />\n3. Ask them what that support or funding has meant to them.<br />\n4. Ask them if they’d be willing to share their overall story<br />\nwith others so that additional people might also support your<br />\nprogram, project, organization, or nonprofit. This story is not<br />\nabout the kind of support they provided or how much money they<br />\ngave. It’s really about how they worked together with you to<br />\ncreate an amazing result.</td>\n</tr>\n<tr>\n<td>“Now” stories: These stories bring together pain<br />\npoints, opportunities, and obstacles to heighten urgency and<br />\nstimulate action right now when seeking support or funding.</td>\n<td>Gather stories from end users about their pain points.<br />\nYou’ll have to decide whether you start with these or with a<br />\nstory about the compelling business value opportunity. Be careful<br />\nabout how you relay data here.</td>\n</tr>\n<tr>\n<td>“Your” stories: These stories highlight why<br />\n<i>you</i> are passionate about solving a particular problem or<br />\nsupporting a cause.</td>\n<td>These stories disclose the risks of not moving forward. They<br />\nmay include end-user input about the dangers of remaining at status<br />\nquo. If people don’t know who you are and why you’re<br />\ninvolved, they won’t know why you’re asking for<br />\nresources. Nor will they have a reason to trust you.</td>\n</tr>\n<tr>\n<td>“Our” stories: These stories of inclusion put forth<br />\nwhat you and the sponsor, supporter, or funder can accomplish<br />\ntogether. (This is a type of “future” story.)</td>\n<td>Convey what’s made possible by working together that<br />\nwouldn’t be possible otherwise.</td>\n</tr>\n<tr>\n<td>“Back” stories (from consumers): Stories that build<br />\ntheir reputation and yours as well.</td>\n<td>Request customer stories.<br />\nReach out to folks who comment about your organization on social<br />\nmedia.<br />\nCreate online communities for people to exchange stories<br />\nFind existing online communities and seed them with story<br />\nprompts.<br />\nSeed a conversation and allow consumers to actively join in and<br />\nco-create the rest of the story.</td>\n</tr>\n<tr>\n<td>“Back” stories (insider stories): Stories about what<br />\nmakes your organization tick and challenges it has faced and<br />\novercome — and/or stories associated with a product or<br />\nservice’s entire life-cycle, from beginning to end. This<br />\nset of “supply chain” stories also reflects your<br />\norganization’s values.</td>\n<td>Here’s how to find the story behind your product or<br />\nservice offering:<br />\n1. Reveal the inspiration or “a-ha” moment behind<br />\ncreating the product or service. Tell the story about the idea that<br />\ncreated it or the need or issue that caused it to be brought into<br />\nyour business to sell.<br />\n2. Relay stories about how consumers can use the product or service<br />\nin their lives<br />\n3. Tell stories about how a product is made or how a service<br />\ntranspires. Share pictures that document these processes. Place<br />\nthem on your firm’s website or in a retail store. Knowing the<br />\nstory behind age-old processes that are used to create the offering<br />\nmakes it desirable on a very different level.<br />\n4. Show the workmanship and quality inherent in the product if<br />\nthat’s what helps makes it special. If people only see a<br />\nphoto of a scarf or a pile of rugs, it might not be of interest to<br />\nthem or worth the money.</td>\n</tr>\n<tr>\n<td>“Target market” stories: Stories about the market<br />\nsegments you serve and/or stories about the prospect’s<br />\norganization.</td>\n<td>Get intimate with the biggest pain points and what’s<br />\nchanging in the industry, the solutions that potential buyers are<br />\nseeking, as well as the opportunities that exist within these<br />\nsegments in the future:<br />\n1. Personal stories, based on experiences you’ve had with<br />\nproducts or services offered within the market segment — or<br />\nthose of your family or close friends.<br />\n2. Stories that you specifically craft after reviewing<br />\nindustry-specific or demographics-specific information on each<br />\ntarget market.<br />\n3. Stories from current customers in the markets you want to<br />\ncontinue to serve, or even one customer in a new market.<br />\nLearn everything you can about the prospect’s organization in<br />\nthe time you have available. What’s its founding story? Are<br />\nthere any stories about its core values in action? What folklore is<br />\noften shared about the enterprise? What stories are current in the<br />\nnews media?</td>\n</tr>\n<tr>\n<td>“Target audience” stories: What you know about the<br />\nprospect(s) you’re meeting/chatting with</td>\n<td>What can you learn about the people you’ll be speaking<br />\nto? Their likes and dislikes? Where did they grow up and go to<br />\nschool? Who do they know that you may also know? What hobbies do<br />\nthey have? Find stories that relate to what you learn. Social media<br />\nsites are a great resource to find this kind of information. Reach<br />\nout to friends and colleagues who may know these people.</td>\n</tr>\n<tr>\n<td>Stories about past failures (for use in prospecting)</td>\n<td>There are two types of “failure” stories: those about<br />\nprospects who chose not to embrace what your organization has to<br />\noffer (especially those who elected to do nothing) and those<br />\ncustomers who didn’t fully utilize, follow, or implement what<br />\nyou provided to them. Why do you want to tell these stories to<br />\nprospects? The first one speaks to the risks of doing nothing. The<br />\nsecond is an opportunity for you to talk about what can happen if<br />\ncustomers misuse a product, don’t properly implement a<br />\nservice, or ignore your advice. It’s also a chance to talk<br />\nabout how you recover customers when things go awry.</td>\n</tr>\n<tr>\n<td>Stories about pain and urgency (for use in organizational<br />\nchange)</td>\n<td>“Ain’t it awful” stories: These are real<br />\nstories of the struggles and challenges that people face because of<br />\nbroken systems, inefficient processes, marketplace threats,<br />\nconsequences for customers, and so on. Connect these struggles to<br />\nthe organization’s potential fate. These stories reinforce<br />\nthe fact that maintaining the status quo isn’t workable.<br />\nDistress about the way things currently work provides motivation,<br />\nmore so than the vision of what’s possible.<br />\n“From the future” stories: Go into the future. Do an<br />\nenvironmental scan looking out five to ten years. Identify trends,<br />\nthreats, and wildcards — highly unlikely events that would<br />\nhave huge impact if they were to happen. Craft stories for your<br />\nchange based on this information.</td>\n</tr>\n<tr>\n<td>“Change is possible” stories: Stories about people<br />\nsurviving a personal or organizational change that’s<br />\nsignificant to them.</td>\n<td>“Tell me about a time when you were faced with an<br />\nunexpected change in your life and what you did to get you through<br />\nit successfully.”<br />\n“Tell me about a time in your life when you greatly resisted a<br />\nchange and, when you embraced it, many opportunities presented<br />\nthemselves.”<br />\n“Tell me about a time when a group you were part of (in the<br />\norganization or elsewhere) went through a big change that no one<br />\nthought could be accomplished — yet it was successful —<br />\nand what made that possible.”</td>\n</tr>\n<tr>\n<td>“Identify what needs to get done to solve problems”<br />\nstories (for use in organizational change)</td>\n<td>1. Evoke stories about the challenges people face around a<br />\nspecific issue.<br />\n2. Learn how they currently get around or overcome those<br />\nchallenges.<br />\n3. Gather their best ideas to solve the problem.</td>\n</tr>\n<tr>\n<td>“Pinpoint and mitigate risks” stories (for use in<br />\norganizational change)</td>\n<td>“Tell me about some of the risks you’ve experienced<br />\nthat we might need to address if we change XYZ.<br />\n“Tell me a story about a risk you think could possibly happen<br />\nduring our change effort.”<br />\n“Tell me about a time during another change effort at the<br />\ncompany when you stumbled upon an unforeseen risk and what happened<br />\nas a result.”</td>\n</tr>\n<tr>\n<td>“Obtain the resources you need in a change” stories<br />\n(for use in organizational change)</td>\n<td>“Tell me about an experience you’re now facing with<br />\nthis change that requires resources that weren’t budgeted up<br />\nfront.”<br />\n“Now that you have the resources you need, tell me about how<br />\nthey made a significant difference in moving this change<br />\nforward.”<br />\n“Tell me about a situation where you shared resources outside<br />\nyour group to create a win-win for everyone.”</td>\n</tr>\n<tr>\n<td>“Adapt as we go” stories (for use in organizational<br />\nchange)</td>\n<td>Stories about course corrections that happen once the<br />\norganization gets deep into the change.</td>\n</tr>\n<tr>\n<td>“Best practice” stories (for use in organizational<br />\nchange)</td>\n<td>“Tell me a story about something that happened in [xx]<br />\nphase of the change that really made an impact on you (or your team<br />\nor department).”<br />\n“Tell me about the most important (or significant or moving)<br />\nstory you’ve heard about this change project.”<br />\n“Tell us about a situation in which you gained a personal<br />\ninsight about this change that will continue to influence how you<br />\napproach your work long-term.”<br />\n“Tell me a story about a specific action that you (or your<br />\nteam or department) took that really helped to solidify the<br />\nchange.”<br />\n“Tell me about something that happened in this change that you<br />\nwould suggest not repeating in a future change<br />\ninitiative.”</td>\n</tr>\n</tbody>\n</table>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0},"sponsorAd":"","sponsorEbookTitle":"","sponsorEbookLink":"","sponsorEbookImage":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Five 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Looking for ways to reduce waste in the office? Find answers to this question and more in our general articles on business.

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General Business Business Analysis For Dummies Cheat Sheet

Cheat Sheet / Updated 01-10-2023

Business analysis is a profession, or a set of methods, tools, and techniques, or a role, or a combination of all of these. Your role as a business analyst is critical for successful delivery of value to your customers, whether those customers are external or internal to your organization. You can use business analysis concepts, tools, and technique across your organization to help it to respond quickly and effectively to changes in your world, your environment, your markets, your customer base. You can use business analysis at multiple levels: the strategic level, the initiative level, and the operational level.

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General Business The Different Types of Business Analysis Projects

Article / Updated 09-22-2022

In the business analysis profession, there is no one-size-fits-all solution. As you develop your project type, you need to know all the tools available to you; think through all the variables related to the people, project characteristics, and the process; and then determine what tasks you need to complete. Data warehouse projects A data warehouse is a solution that brings together information from diverse sources and puts it in a format that stakeholders can easily access when making complex business decisions. A data warehouse supports a company’s tactical and strategic goals. Data warehouses are useful for trend analysis, forecasting, competitive analysis, and targeted market research. Data is often summarized by specific subject area, function, department, geographic region, time period, or all of these. Most data warehouse projects fall into the “large project” category and result in a substantial project planning effort for you as the business analyst. These projects often have a company-wide focus. The business priority for the project depends on what critical decisions need to be made to address a business threat or opportunity. Include these types of tasks in your data warehouse project work plan: Identifying what information the data warehouse must contain, identifying who should have access to it, and making sure users have the right level of access. Identifying and prioritizing subject areas to be implemented. Managing the scope of each subject area iteration or release. Validating the data accuracy and consistency during the extract/transform/load (ETL) process. Defining the correct level of data summarization. Establishing a data refresh schedule that’s consistent with business needs, timing, and cycles. Researching and reviewing available commercial off-the-shelf (COTS) business intelligence tools used for complex reporting. Planning for a user-friendly, powerful desktop query tool for users to access data without IT assistance. Planning for the user training and support needed to learn how to use tools and access data. Ensuring thorough testing is done prior to user acceptance testing (UAT). Process improvement projects Companies find competitive advantages by looking closely at their business processes and determining whether they need to improve their business operations. Depending on the changes to be made, those changes may occur in small segments over a long period of time (evolutionary changes) or may be made at one time (revolutionary changes). As a business analyst, your evaluation of the business process may result in a recommendation for software changes, procedural changes, organizational changes, or personnel changes. The tasks you perform when completing a process improvement project include analyzing the current process, capturing metrics as a baseline, identifying the problems, and identifying solutions that fix those problems to achieve better performance. Reengineering — another approach to changing a business process — happens when you start from scratch to ask what the organization needs in order to succeed instead of fixing something that already exists. You ignore current roles, silos (compartmentalized departments in organizations), and outdated business rules, and challenge assumptions to create enterprise-wide changes. Reengineering implies that you’re innovating dramatically to design new, streamlined processes. Tasks related to process reengineering projects include the following: Performing root cause analysis to find out the real problem that exists within the business Brainstorming with the project team alternative approaches to address the problem area Choosing the best approach that solves the business problem Infrastructure projects Infrastructure projects are internal technical upgrades that impact systems, hardware, platforms, or tools in order to improve the technology that supports the business and the information technology (IT) efforts. Typically, these projects are called IT projects because they’re driven and sponsored by IT departments. Tasks to include on your work plan include the following: Assessing how software interface changes (even small ones) may impact usability Assessing how the project may impact user productivity and whether training may be required Determining whether any change to a work process needs to be made based on the project With infrastructure projects, the changes often affect stakeholders, external customers, or suppliers. Business analysts are involved to manage requirements and expectations of these changes among all project stakeholders. Here are some things to keep in mind: Business analysts sometimes underestimate or miscommunicate business impact, technical risks, and priorities, so be careful. In particular, don’t forget about implementation considerations and transition requirements (user training, timing, and support). Although infrastructure projects aren’t intended to change user functionality, user productivity often decreases during the learning curve as users get used to the new elements. Because these projects are technology improvements, they may often be delayed to make room for more business-critical efforts, assuming their delay doesn’t significantly impact the business. These projects may be initiated because vendor support is no longer available. Web development projects In today’s environment, many users expect feature-rich websites and applications accessible from anywhere with any web browser. They also expect functions to be delivered in short time frames. Think about the applications you use today, like online banking, social media, and shopping websites. Web development projects are customer-facing web applications that are targeted at consumers and are available inside or outside the organization. As such, they require some special considerations in your work plan. When planning for this type of project, make sure to prioritize the features and functions. Doing so allows the team to work on and implement the highest value features first. Using an agile approach (building a highly skilled, tightly knit, self-managed, and collocated team that stays with the project from beginning to end and delivers software quickly) works well for these types of projects. Key stakeholders involved in these projects include usability experts, marketing product owners, and a customer representative or surrogate representative, such as marketing or business analyst. The following are some tasks to include on a web development work plan: Eliciting usability and security requirements Use cases, user stories, wireframes, prototypes, and simulations Testing activities like UAT

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General Business How to Use a Text-Based Data Flow Diagram in Your Business Analysis Report

Article / Updated 09-22-2022

The data flow diagram is a helpful diagram for business analysts that shows the parties and systems involved with a particular process, as well as the data and interfaces involved when dealing with external agents (those parties or systems that exchange information with the project but over which your project has no control). It’s most commonly used for the project level context diagram (or scope diagram). Although the data flow diagram is a graphic, as the name suggests, you can also use a text-based version called the external interaction textual template. You use these techniques to analyze and communicate. If text communicates better to your stakeholders, use the textual template rather than the diagram. Introduction to data flow diagrams for business analysis The data flow diagram consists of three basic symbols: circles, curved lines, and rectangles. Each symbol represents something different: Circles: The circles represent the process (or the function) that actually works to transform inputs into outputs. In the example below, the process involves taking in all the information from the guest (input) and sending it off to the reservation system (output). Curved lines: The curved lines represent the data flowing into and out of the process. These bits of data aren’t detailed data elements but rather a conglomeration of data called net flow. In the example, dates coming from the guest into the process are arrival and departure dates (including times), but instead of getting that detailed, the diagram simply summarizes them as “dates.” Rectangular boxes: The rectangular boxes represent external agents that are sources or recipients of data. Your project has no control over how these sources execute their internal processes (their work), and the project can only send data to and receive it from them. For example, you have no idea how the reservation system processes its data, but based on what you send the system, you get the availability and price information from it. Credit: Illustration by Wiley, Composition Services Graphics Here are some examples of when you should apply this technique: When identifying stakeholders (those external agents!) When scoping your project and figuring out your boundaries Like any analysis method, data flow diagrams have advantages and disadvantages. In the advantages column is the fact that the diagram is a very clear way to show the scope boundaries for the project so that everyone is on the same page with regard to the area being analyzed (the scope). It also highlights the items that aren’t part of scope and can be documented as “out of scope.” The disadvantages primarily have to do with reader understanding: The diagram doesn’t show sequence, so some businesspeople may have a hard time following it. The diagram presents the data flowing into and out of the project at a rather high level. It doesn’t show all the data elements, which may be problematic for detail-oriented folks. The data flow has kind of fallen out of favor because, outside the scope diagram, businesspeople don’t relate to the many levels of the data flow diagram. They prefer a workflow. Here’s how to create a data flow diagram: Identify the process you’re documenting (the circle in the middle of the diagram). Identify all the parties and systems (the rectangles) involved in the process. Elicit from the stakeholders the data (the curved lines) flowing among the parties, the systems, and the process. Have the stakeholders validate your diagram. The external interaction textual template for business analysis An external interaction textual template may sound complicated, but it’s really not. You use the same information you’d use for a data flow diagram but present it in a text table rather than a graphic. A textual representation may be preferable when your stakeholders don’t understand the diagram or when teaching them how to read it takes too much time. You can see that the left-hand column lists the external agents (the rectangles on the data flow diagram), and the middle and right-hand columns list the data itself (the curved lines on the diagram). Credit: Illustration by Wiley, Composition Services Graphics

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General Business 5 Steps to Faster, More Informed Decisions

Article / Updated 09-21-2022

Can you make decisions swiftly and confidently when vast amounts of data cross your desk and inbox every day? How do you prioritize and rapidly respond in the midst of changing conditions? Well, you use the skills you already possess but may not be tapping into. Here's an interesting correlation: The way you process information as you drive a vehicle works for making an informed decision, as well. If you drive well enough to be 98 percent accident-free, chances are you're already a master of processing tons of data at high speed: You select pertinent information almost automatically and then use the information quickly and accurately. If you apply that innate skill to your decision-making, you can make informed business decisions without second guessing yourself. To sort from a sea of information, do the following. Focus on the outcome. Being clear about the end point does two things: Provides guidance for your intuition, enabling you to sift through all the available information to select what's important for the decision you need to make Gives you a solid anchor for your decisions that can accommodate opposing facts and perspectives If, for example, the end point is to stay under budget, then your decision and the data you use to inform your decision will be filtered based on that. If the end point is to produce a product that meets customers' unstated needs, then all the available information will be filtered using that criterion. The outcome anchors your decision making. Stop mentally concentrating on the issues and let your subconscious do the work for you. Your subconscious is faster than your conscious mind, and it works automatically when your focus is clear. When you turn the issue over to your subconscious, you gain speed and accuracy. Question and expose the beliefs you use to interpret how the world works. Beliefs, otherwise known as mental models — things you believe to be true but that may not actually reflect a widened view of reality — filter reality to confirm your previous experiences. Questioning your beliefs permits you to improve the accuracy of your analysis, jettison past connotations, and open up new possibilities. Observe your emotions. Step back to gain perspective and quiet the mental chatter so that you can accurately hear your inner voice. You'll gain a wider view of the situation and be able to see alternatives. It's really easy to fall prey to doubt or to rationalize your decision. If you're feeling fearful, you may think you have only one option or no options. In climates of high fear, when the rational dominates, making an informed decision requires that you achieve a calmer state of mind so that you can access your higher mental and intuitive functioning. After you analyze and review your options, select your decision, but before you commit, check in on how you feel about the option you've selected. Call it a heart check. Even when the solution is a totally new approach, you need to feel at peace with it. Making an informed decision requires that you work with both facts (actual data) and emotional information, and that you take steps to mitigate the effect of ingrained bias. Doing so requires that you commit to mastering all your senses and intelligences so that, in chaotic decision-making environments, you'll be able to balance data with open-minded experimentation and stay sensitive to cues that other decision-makers will miss.

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General Business 5 Steps to Faster, More Informed Decisions

Article / Updated 08-03-2022

Can you make decisions swiftly and confidently when vast amounts of data cross your desk and inbox every day? How do you prioritize and rapidly respond in the midst of changing conditions? Well, you use the skills you already possess but may not be tapping into. Here’s an interesting correlation: The way you process information as you drive a vehicle also works for making an informed decision. If you drive well enough to be 98 percent accident-free, chances are you’re already a master of processing tons of data at high speed: You select pertinent information almost automatically and then use the information quickly and accurately. If you apply that innate skill to your decision-making, you can make informed business decisions without second guessing yourself. To sort from a sea of information, do these things: Focus on the outcome. Being clear about the end point does two things: Provides guidance for your intuition, enabling you to sift through all the available information to select what’s important for the decision you need to make Gives you a solid anchor for your decisions that can accommodate opposing facts and perspectives If, for example, the end point is to stay under budget, your decision and the data you use to inform your decision will be filtered based on that. If the end point is to produce a product that meets customers’ unstated needs, all the available information will be filtered using that criterion. The outcome anchors your decision making. Stop mentally concentrating on the issues and let your subconscious do the work for you. Your subconscious is faster than your conscious mind, and it works automatically when your focus is clear. When you turn the issue over to your subconscious, you gain speed and accuracy. Question and expose the beliefs you use to interpret how the world works. Beliefs, otherwise known as mental models — things you believe to be true but that may not actually reflect a widened view of reality — filter reality to confirm your previous experiences. Questioning your beliefs permits you to improve the accuracy of your analysis, jettison past connotations, and open up new possibilities. Observe your emotions. Step back to gain perspective and quiet the mental chatter so that you can accurately hear your inner voice. You’ll gain a wider view of the situation and be able to see alternatives. It’s easy to fall prey to doubt or to rationalize your decision. If you’re feeling fearful, you may think you have only one option or no options. In climates of high fear, when the rational dominates, making an informed decision requires that you achieve a calmer state of mind so that you can access your higher mental and intuitive functioning. After you analyze and review your options, select your decision, but before you commit, check in on how you feel about the option you’ve selected. Call it a heart check. Even when the solution is a totally new approach, you need to feel at peace with it. Making an informed decision requires that you work with both facts (actual data) and emotional information, and that you take steps to mitigate the effect of ingrained bias. Doing so requires that you commit to mastering all your senses and intelligences so that, in chaotic decision-making environments, you’ll be able to balance data with open-minded experimentation and stay sensitive to cues that other decision-makers will miss.

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General Business Business Valuation For Dummies Cheat Sheet

Cheat Sheet / Updated 04-28-2022

If you’re considering buying a business, you will need to investigate the company to make an informed decision about the business's valuation. The valuation process involves research and observation — whether the prospective enterprise is operating successfully or is functioning as a troubled company.

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General Business Decision Making For Dummies Cheat Sheet

Cheat Sheet / Updated 04-27-2022

In a business environment of complexity and uncertainty, excellent decision-making skills are paramount. Employees, customers, and others touched by a company's actions respond to what they trust — ethical decision-making in business has become a strategic asset. Learn how to communicate decisions effectively, how to make faster and more informed decisions on the fly, and how to incorporate your core values into your decision-making.

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General Business Complete MBA For Dummies Cheat Sheet

Cheat Sheet / Updated 04-27-2022

Before you earn an MBA (Master of Business Administration) degree, you can still apply MBA-level knowledge in your career: Be a better business manager by efficiently delegating responsibilities among your employees and successfully rewarding those who do a good job. Hone your design and marketing skills by creating an informative and easy-to-use business website and a brief but clear marketing plan.

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General Business Robert’s Rules For Dummies Cheat Sheet

Cheat Sheet / Updated 04-25-2022

Robert's Rules provides rules and procedures that allow a deliberative assembly to make its decisions efficiently, and with all due regard for the rights of the minority. Following the rules ensures more a fair and more achievable outcome without wasting time, but remembering all the details of parliamentary procedure can be a tall order. Keeping some quick reference material on hand when you enter a meeting will ensure you have the important information you need to effectively and democratically achieve the business of the assembly.

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General Business Business Storytelling For Dummies Cheat Sheet

Cheat Sheet / Updated 04-18-2022

Successful businesses have discovered the power of storytelling and its ability to affect the bottom line. A good way to start building your business stories is to use the time-honored storyboarding technique. There are usually a few ways to tell the same story — the one you choose may depend on the circumstances of the telling, the audience, your intent and goal in telling it, and other factors. Sometimes it can be a challenge to “pull” stories out of your organization so that they can be structured and polished for your purposes, and you may need to use story prompts to dig out the storytelling gold that exists in any company or organization.

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