Is your team struggling with the transition to modern requirements practices? As many teams explore and experiment with modern practices and agile, they often jump to apply tactical methods and techniques. But does anything really change?
Most teams work really hard and don’t see results. Or they find a few early benefits, but get stuck on a low plateau. They often give up and slide back into their old habits. Why? Because they’ve modified surface-level tactics, but haven’t modified mindsets.
Moving on, we will investigate the importance of the business analyst’s often delicate relationship with individual stakeholders. A business analyst is a facilitator of change, and in affecting these changes within a company, the analyst must interact with multiple stakeholders of varying personalities. When identifying and delivering the necessary changes within a business, the analyst must develop and maintain a relationship with each individual stakeholder. Each stakeholder will wield a different level of authority within the company and hold a certain amount of power over those changes that are coming into effect. Noting this, the analyst must take part in a careful balancing act, juggling these relationships in order to facilitate change with minimal difficulty.
The Business Analyst is in a great position to constantly focus on the desirability of the product. A well-defined requirement elicitation process must be focused on defining the problem the business is trying to solve for our customers. If defining the problem is the first step in your requirement process you are on the way to guaranteeing that the delivered product will provide value to your customers. Throughout the development process you will be able to monitor if the product is actually solving the problem. Additionally, your requirements should be directly related to solving the problem. It is a BA’s job to question the value of every proposed requirement that product owners want to add. If the requested feature or function is not directly related to solving the problem then it should be taken out of scope.
In the world of underlying competencies that contribute to strong business analysis, the soft skill of analytical thinking and problem solving may seem pretty self-explanatory. Clearly, it involves sorting through business problems and information in an informed, methodical way. In order to do this, an analyst must research the problem and then propose intelligent solutions.
Driving Lessons. We all did it. We all know how that very first one went. It was described to us that the clutch should be engaged, place the car in first gear, release the handbrake, release the clutch and press down on the accelerator… Only for the car lurch forward then stutter and lurch forward again. This process continues several times before the car stalls and comes to a stop.
What does innovation mean to the Business Analyst? This article is my practical way of handling innovation and understanding the role that the Business Analyst plays in innovative projects. Giving five tips for success the article explains how innovative projects can be approached and how the unique skill set of the Business Analyst can add measurable business value.
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