Modelling visually or writing
text?
A challenge that business analysts often face is
whether they should represent the requirements they extract from
their audiences with visual models or with extensive textual
requirements definitions.
The emergence of visual modelling languages since
the early 1990’s has enabled business analysts to visually
describe and elaborate on the requirements they document in their
specifications. In many enterprises, business analysts have chosen
to develop requirements using mostly textual templates and
descriptions.
Considering this, business analysts often choose
between one of the two methods to describe their requirements
deliverables.
I would like to argue that a choice between these
two methods of representation should not considered, but rather
that both techniques should be used in conjunction with each
other.
A popular saying is, “a picture is worth a
thousand words”. I would like to add to that by
stating:
“Although a picture is worth a thousand
words, adequate understanding requires another thousand
words”.
The basis for this statement originates in the way
in which the brain functions. Although this in itself is a complex
topic with the different parts of the brain responsible for
different functions, I am going to simplify by considering the left
and right parts of the brain and how that affect our thinking
preferences.
Important note: Left- and right-brain thinking preferences do
not imply that we only use half a brain when we think. Our whole
brain is working at all times and provides us with the functions
and information necessary for learning, interaction and decision
making when we need it.
Important research by notable figures like Ned
Hermann, Kobus Neethling, Robert Alan Black and others suggests
that certain preferences regarding thought and behaviour applies,
and that patterns regarding how we act and think become apparent
when these preferences are considered.
The left-brain preference:
The person with a left-brain thinking preference
is typically someone whose first instinct is to focus on the
“what” and “how” of any situation under
investigation and requires solution and thought. They will
naturally focus on the facts and the figures and will feel
comfortable working in an ordered and disciplined manner. Their
thinking and approach are typically rational, coherent systematic
and disciplined.
Words, context and language use is extremely
important as well as a focus on detail and accuracy. A natural
trend would be to for the person who has this preference to focus
on textual descriptions, elaborations and
checklists.
The right-brain preference:
The right brain preference thinker is a different
animal that focus on the “why” and “who”.
Unlike left-brain preference, here we deal with unconventional
people focused on others and on the big picture. Visual modelling
that demonstrate big picture thinking and imprecise concepts are
where these individuals are most comfortable.
Their natural instinct would be to describe
concepts on a level of general understanding, assuming the detail
knowledge, and zigzagging through topics without considering
process or methodology. Often their reasoning and descriptions will
have gaps that relies on assumptions rather than explicit and
detail explanations.
How does this affect us as business
analysts?
It is a fact that any enterprise will have people
divided into roughly two equal groups of left- and right-brain
preference thinking. Should representatives from each group be
present in a team or working group (as they often are) this will
lead to conflict as the one group are detail focused and the other
big-picture oriented.
To effectively reach and involve both groups, we
need to be aware of their specific needs in how requirements make
sense to them and best expresses what they want. To accommodate the
left-brain preference thinkers we will need to have very clear
factual description of the requirements – as is found in a
detailed textual description - while a visual representation that
shows concepts without necessarily delving into extreme detail will
be more suited to the right-brain preference
thinkers.
How does this help us?
As business analysts, we also have our different
thinking preferences.
Since it is only a preference, we can consciously
change from our preferred way of thinking to accommodate the group
that we are not naturally a part of as well as the working in the
preference we are comfortable. Because we understand the
differences between these diametrically opposed groups, we can
ensure that both are enticed at the appropriate times, in order to
develop the best possible specifications that caters to both groups
and which will become an effective communication
tool.
In conclusion
Rather than choosing between visual and textual
recording of requirements, do both and have a comfortable and happy
group of stakeholders that will be most inclined to sign off on an
excellent requirements specification.
Note. Although left and right brain thinking
preferences are used in illustrating the necessity of both visual
and textual modelling, the reader should be aware that other, more
complex, preferences exist and should be considered when working
with any audience of stakeholders.
