I took part at a fascinating debate at a recent IIBA event. The debate focussed on the distinction between a Business Analyst (BA) and a Subject Matter Expert (SME), and the extent that the BA should “learn” the business. There is an ongoing debate within the BA community over the level of industry (business domain)…
I believe that one of the most important success factors in just about any project is having a shared understanding of the “problem” that needs to be solved. Once the problem has been clearly defined, it is much easier to define the scope of the project (and far easier to analyse, define and prioritise requirements).…
One of the great things about the Business Analysis profession is that all of us have different backgrounds. I made a number of career moves before I became a BA, and I have never looked back (!) I’ve been working as a BA for a fair few years now. However, it strikes me that when…
In recent times, there has been a renewed focus on Stakeholder Management during business change projects. Formal Stakeholder Management helps to ensure that expectations are managed, and conflict is addressed. With this renewed focus on formal management techniques, it’s easy to forget the value of your informal network of colleagues, suppliers, friends and associates. Your…
There are some things that are so obvious that everyone knows them. These are the things that people talk about on busses, trains and in cafes. Nobody questions them because they are common sense. Everybody is certain that these “truths” are correct. The trouble is that people can be wrong. The “truths” on which people…
As any Business Analyst will tell you, “change” is essential for just about any business to survive. Organisations need to be constantly innovating, ensuring that they are delivering the precise goods and services that their customers want, need, demand and desire. The trouble is, change can be scary. It can threaten norms and values that…
The ’80/20′ rule is cited and used in many business and project contexts. This is useful as a ‘rule of thumb’, but real insight can be gained by looking beyond the simple proportions of 80/20.
The concept of “work” just isn’t the same as it was ten or twenty years ago. More and more of us work in geographically dispersed teams, and home working certainly seems more common. Alongside this, new tools and technologies are emerging which help people to communicate quickly and effectively, wherever they are located. But why…
I think every Managing Director, CEO and business owner should pose as a customer at least once every quarter. They should see their business from the cold light of the outside world, and they will start to see their organisations strengths and weaknesses from where it really matters – the customer’s vantage point. I had…