https://modernanalyst.com RSS feeds for Business Analyst Community & Resources | Modern Analyst 60 https://modernanalyst.com/Resources/Articles/tabid/115/ID/7157/Eliminating-Hidden-Workflow-Dependencies.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=7157 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=7157&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/7157/Eliminating-Hidden-Workflow-Dependencies.aspx hidden workflow dependencies, workflow dependencies, business analysis, business analyst, process improvement, workflow redesign, business process management, BPM, value stream analysis, root cause analysis, stakeholder mapping, role clarification, requirements traceability, scenario-based testing, workflow optimization, operational visibility, embedded reporting, real-time reporting, manual handoff reduction, process bottlenecks, silent blockers, system synchronization delays, student workflow, I-20 processing, international student services, document collection workflow, case management workflow, digital transformation, higher education operations, workflow resilience adrian Sun, 15 Mar 2026 21:11:00 GMT f1397696-738c-4295-afcd-943feb885714:7157 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6867/Security-Debt-Starts-at-Discovery-Embedding-Risk-into-Process-Mapping.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6867 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6867&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6867/Security-Debt-Starts-at-Discovery-Embedding-Risk-into-Process-Mapping.aspx This article discusses how the discovery process must shift from a merely functional exploration to one that includes a structured view of risk. By including security considerations in process mapping from the start, businesses may prevent the accumulation of security debt and design systems that are both robust and compliant. adrian Wed, 18 Jun 2025 04:32:00 GMT f1397696-738c-4295-afcd-943feb885714:6867 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6411/Data-Driven-Decision-Making-Leveraging-Analytics-in-Process-Management.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6411 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6411&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6411/Data-Driven-Decision-Making-Leveraging-Analytics-in-Process-Management.aspx The function of business analysts has changed dramatically in today's technologically-advancing, digitally transformed business environment. Using analytics for data-driven decision-making is one of the major areas where their experience is becoming more and more important, particularly in the field of process management. It clarifies how business analysts can use data to optimize workflows and lead organizations toward long-term success. adrian Sun, 17 Dec 2023 23:40:00 GMT f1397696-738c-4295-afcd-943feb885714:6411 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6327/The-Top-10-Reasons-Business-Analysts-Should-Leverage-Process-Mining.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6327 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6327&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6327/The-Top-10-Reasons-Business-Analysts-Should-Leverage-Process-Mining.aspx Process Mining is a subject that has garnered a lot of attention over the past two to three years. Much of the noise has centred around the mergers and acquisitions in the vendor space, and contrary to what some write, it is still in its infancy when it comes to end user adoption. Some academics and industry analysts suggest that Process Mining is a technique that replaces the need for traditional business and process analysis, but this is never likely to be the case. Instead Process Mining and its closely related cousin Task Mining, are complementary to traditional approaches, and should be thought of in the context of “and” rather than “or”. For the past 30 or more years we have increasingly applied automation to processes, both with and without proper documentation. The result is that many of the processes we use, business decisions taken, rules applied, and customer journeys are now embedded or hidden within systems. This cloak of “invisibility” makes it practically impossible for us to apply traditional analysis techniques to discover and analyse these rules, processes decisions and journeys.  Transform VA Sun, 20 Aug 2023 19:30:00 GMT f1397696-738c-4295-afcd-943feb885714:6327 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6324/AI-Citizen-Development-Fueling-Business-Transformation-beyond-Cost-Cutting.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6324 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6324&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6324/AI-Citizen-Development-Fueling-Business-Transformation-beyond-Cost-Cutting.aspx During a recent open roundtable, industry experts gathered to discuss the advantages of integrating AI and citizen development during times of inflation. These discussions shed light on how AI-powered automation, in the hands of business analysts turned citizen developers, can revolutionize resource management, uncover cost-saving potentials, and foster operational efficiency. The panel also emphasized the significance of citizen development in fostering innovation, agility, and a sense of ownership within the workforce, empowering business analysts to spearhead transformative changes within their organizations. adrian Sun, 16 Jul 2023 22:15:00 GMT f1397696-738c-4295-afcd-943feb885714:6324 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6236/Your-Next-Process-Models-Degree-of-Abstraction.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6236 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6236&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6236/Your-Next-Process-Models-Degree-of-Abstraction.aspx Informed business analysts know that one of the secrets to producing a high-quality process model is to establish a clear mission for each model. To be successful, you should mindfully establish the mission of your next process model within the business process management, information technology, or regulatory compliance project that the model will serve.  You will then tailor your elicitations of the model’s content and configuration to meet project needs. Part of your process model mission-setting elicitation agenda will include asking and answering this important question: What is this model’s required degree of abstraction? adrian Mon, 06 Mar 2023 00:48:00 GMT f1397696-738c-4295-afcd-943feb885714:6236 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6108/The-Beautiful-Game-as-a-Modern-Business-Process-Structure.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6108 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6108&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6108/The-Beautiful-Game-as-a-Modern-Business-Process-Structure.aspx In the eyes of process analysts, quality improvement professionals, and business analysts, who still rely on the more than 100 years-old, strictly procedural notions of a process and on flowcharting notations that were also invented in the last century, IT IS IMPOSSIBLE to perceive and model something like playing soccer as a sequential process. The most effective business processes are not only structurally sound and efficient but also highly dynamic and agile.  A high-quality business process structure today is one that has been conceived, structured, and can be readily configured as a network of specialized, collaborating, event-driven, and outcome-oriented services, not just as a sequential procedure.    Transform VA Sun, 28 Aug 2022 21:42:00 GMT f1397696-738c-4295-afcd-943feb885714:6108 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5999/An-Introduction-to-Business-Process-Normalization.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5999 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5999&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5999/An-Introduction-to-Business-Process-Normalization.aspx Business analysts, process analysts, systems analysts, and process owners use Business Process Normalization to more effectively elicit and perceive, unequivocally define, and model sound, modern business process structures, and workflow configurations. Proficiency with this analysis technique benefits their process management, digital transformation, and regulatory compliance projects. Transform VA Sun, 27 Feb 2022 13:00:00 GMT f1397696-738c-4295-afcd-943feb885714:5999 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6006/Enhancing-Operational-Excellence-with-Augmented-Business-Process-Management.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6006 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6006&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6006/Enhancing-Operational-Excellence-with-Augmented-Business-Process-Management.aspx Recent years have brought a stream of exciting developments in the field of Business Process Management (BPM). The maturation of advanced analytics and AI technology have given way to a new approach to BPM called Augmented BPM. This article explores the trends driving the emergence of Augmented BPM and how organizations can start benefitting from these trends. Transform VA Mon, 21 Feb 2022 23:12:00 GMT f1397696-738c-4295-afcd-943feb885714:6006 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5908/Then-and-Now-BPM-to-Low-codeNo-code.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5908 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5908&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5908/Then-and-Now-BPM-to-Low-codeNo-code.aspx BPMS has evolved and has come a long way over the past one or two decades. It's quite interesting to take a peek into the BPMS journey then and now. Business needs and technology, both have gone through a huge change in the meantime. Right since the earlier days of BPMS, I always found working in this space quite an intriguing thing. The very capability of BPM to model, design, automate, run and track any process seemed to be extremely useful. Transform VA Mon, 06 Sep 2021 05:42:00 GMT f1397696-738c-4295-afcd-943feb885714:5908 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5865/Business-Process-Modeling-Tips-for-Digital-Transformation.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5865 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5865&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5865/Business-Process-Modeling-Tips-for-Digital-Transformation.aspx Business analysts should bring more than an ad-hoc or experience-based business process modeling competence to digital transformation projects.  This article explains why and practically, how.  Here are 5 ways to improve your business process modeling competence and become better prepared for producing high-quality business process models that serve digital transformation projects Transform VA Mon, 21 Jun 2021 00:20:00 GMT f1397696-738c-4295-afcd-943feb885714:5865 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5819/Top-6-Business-Process-Modeling-Mistakes.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5819 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5819&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5819/Top-6-Business-Process-Modeling-Mistakes.aspx Despite significant investments of time and well-intended stakeholder effort, many business process models still end up being not very useful for their intended purposes. Too many do not reflect the business accurately enough to be useful, do not have sufficient key stakeholders’ buy-in for real decision making, or do not include the kinds of process information that the model’s readers are looking for. Some even confuse their readers with complex or incongruous graphical notation. emetera Sun, 04 Apr 2021 04:15:00 GMT f1397696-738c-4295-afcd-943feb885714:5819 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5635/Introducing-Business-Knowledge-Blueprints-Achieving-Shared-Understanding-Using-Concept-Models.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5635 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5635&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5635/Introducing-Business-Knowledge-Blueprints-Achieving-Shared-Understanding-Using-Concept-Models.aspx In the computer age, we’ve limped along literally for a human lifetime without blueprints for business knowledge and the vocabulary used to communicate it. How well is that working out? If you have any doubt, do a quick internet search on all the problems associated with ‘data quality’ and their costs. Or look at the still dismal success rates of IT projects. Or consider how much sharper your decisions could be if the data were better. A business knowledge blueprint, whose core component is a concept model, permits you to deeply analyze your concepts, your vocabulary, and your business knowledge. In this post, Ron explains all the critical reasons you need that blueprint. Transform VA Sun, 30 Aug 2020 05:21:00 GMT f1397696-738c-4295-afcd-943feb885714:5635 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5620/10-Tips-for-Business-Process-Mapping.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5620 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5620&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5620/10-Tips-for-Business-Process-Mapping.aspx Business process mapping is the most indispensable technique for performance improvement and technology innovation initiatives. More than just boxes and arrows, the process map reveals the “magic” and wisdom of how and why work gets done. Sadly, too many professionals give process mapping short shrift. Here are 10 tips that will ensure process mapping helps you achieve full potential from your improvement/innovation project. adrian Sun, 14 Jun 2020 04:49:00 GMT f1397696-738c-4295-afcd-943feb885714:5620 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5599/Do-your-processes-SUCK.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5599 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5599&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5599/Do-your-processes-SUCK.aspx No-one (in their right mind anyway!) ever sets out to design processes that qualify in the above categories, so why then do we end up with them?  This might be because of tight deadlines, not starting with the customer in mind, not testing the processes with the target audience or even not updating implemented processes once they are found to be sub-optimal or S.U.C.K.’y… Whatever the reasons, we should seek to prevent the creation of processes like these by all means. adrian Sun, 17 May 2020 04:24:00 GMT f1397696-738c-4295-afcd-943feb885714:5599 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5150/Reconfiguration-Agility.aspx#Comments 2 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5150 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5150&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5150/Reconfiguration-Agility.aspx One of the Sidebars to the Business Agility Manifesto introduces the notion of Reconfiguration Agility. It’s a fundamental capability your organization needs in the Knowledge Age. What’s it about?  In the big scheme of things, you have two basic choices for conceiving, and ultimately implementing, business capabilities: procedural or declarative. They are fundamentally different.  Traditionally, the vast majority of business systems have been modeled and constructed on a largely procedural basis – virtually all things tied together step-by-step in processes. Unfortunately, that procedural approach simply doesn’t scale. Transform VA Sun, 25 Nov 2018 22:01:00 GMT f1397696-738c-4295-afcd-943feb885714:5150 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5144/Managing-Requirements-is-an-Art-Mastered-by-a-Business-Analyst.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5144 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5144&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5144/Managing-Requirements-is-an-Art-Mastered-by-a-Business-Analyst.aspx In a classic business analyst universe, requirements are the soul of all the work a business analyst does. If a business analyst fails to identify and translate the right requirements, they’re out of a job. This is the reason why a successful business analyst is always good at requirements handling/management process. What makes requirements an essential part of a BA’s job? For a business analyst, requirements are defined as the logical and essential steps which needs to be fulfilled in order to achieve a successful end-state or a solution to a stakeholder’s business problem. These requirements drive the solution and are the key elements of any successful solution implementation. Business analysts are the ones who not only ensures the expected solution is delivered, but they’re also the owner of the requirements handling/management process. Business analysts identify the right requirements and help them convert into a form consumable by delivery teams to deliver the expected outcome in a timely manner. The requirements management/handling process consists of 4 basic steps: Discovery, Analyze, Draft and Implement. 1.     Discovery Requirements discovery is a phase in which we identify, gather and scope the requirements. This phase builds the basic requirements framework for delivery. To identify and gather requirements, a business analyst uses various requirements elicitation techniques like observation, shadowing, protocol analysis, apprenticeship, prototyping, focus groups, scenario’s, background research and many others. These techniques are aimed towards gathering information related to a business problem and/or a solution that business stakeholders are trying to achieve. Requirements identification is a highly interactive activity, which relies on the involvement of the right stakeholders. Elicitation activities continue while a business analyst traverse through other stages/steps of requirements gathering. It is very important for a business analyst to not only identify but to scope the requirement. Requirements are driven by information collected by various elicitation methods; however, the relevancy of the requirement needs to be determined. The simplest way to do so is to perform some of the elicitation techniques repetitively. Look for facts via secondary support of documents or information from another source just to verify. Chart your scope based on the overall direction of the information flow and the end-state which stakeholders are trying to achieve. Scoping cannot be definitive in the business analyst’s landscape. It’s a loose boundary which needs to be flexible enough to account for other business or priority changes. Loose boundaries do help the business analyst in defining a playground where they need to operate for a successful outcome. 2.     Analyze The most important activity of the requirements handling process is to analyze a requirement. Analyzing a requirement will provide us with a definite outcome along with the complete information on achieving that outcome. There can be various types of analysis like strategic analysis, functional and technical analysis. Strategic analysis is performed by understanding the strengths, weakness, opportunities and threats provided by implementing this requirement. It helps a business analyst to understand the priority and criticality of the requirement which also determines how essential it is for a business to implement those requirements. Functional analysis provides an ability to understand the requirement from the end user perspective.  It is performed by interacting with people who’re impacted by the implementation of requirements. This provides unique opportunity for a business analyst to shape the solution in a way that accommodates the minimal, easy to adapt change to the end users or the impacted. Technical analysis is performed by further breaking down functional requirements into a series of small implementation steps which a delivery person can understand. It is the delivery person/team who needs to deliver the technical solution. It is important to not miss any aspect of functional requirement to be translated into technical requirements which is a supporting pillar for successful solution implementation. Depending upon the type of analysis, we determine the type of requirement. Upon successfully analyzing and understanding the type of requirement we start drafting requirements into various artifacts. 3.     Draft Once a business analyst has understood the type of requirements and its expected outcome, business analyst can draft those requirements in their respective artifacts. There’re various artifacts such as business requirements document and/or specification requirements document and user stories which are authored and owned by a business analyst while there’re some other like project charter, technical design document or anything alike to which a business analyst contributes actively. Drafting of requirements take the utmost time as the translation needs clarifications and numerous back and forth interactions. Once a requirement drafting is complete, it’s time to walk them through with the entire team. 4.     Implement The first step of requirements implementation is to arrange for a walk-through of freshly drafted requirements where the audience includes all stakeholders including delivery team. This walk-through session helps with course correction of requirements if there’s a miss while drafting them. Also, requirements walkthrough is a common platform where in the stakeholders and other team members have the opportunity to ensure alignment of the requirements to the desired end state. Once the requirements are defined and finalized, business analysts have to ensure continuous requirement refinement for successful delivery. This is the final step of requirements management process. Once the requirement has been identified, scoped, analyzed, drafted and confirmed, business analysts have to keep their eye out for on-going business changes, these changes may affect any of the existing requirements and their desired outcomes. As business changes are constant, the impacts on the already drafted requirements is constant. There is a small deviation of requirements which can still be managed by refining the requirement and updating them, but then if the deviation requires additional effort for which the cost involved is high, then changes are to be considered for enhancement. This decision must be evaluated by a business analyst before taking appropriate actions accordingly. At this stage, all the requirements are the guiding principle for the delivery team to deliver the solution. Requirements Handling/Management Process is the one, a business analyst has to master to be considered as successful. Author: Nimil Parikh, Business Analyst Nimil Parikh is a new generation business analyst who transforms business processes by leveraging IT tools and applications. He has over 7 years of experience modeling, analyzing, measuring, improving, optimizing and automating business processes. He adds value by his ability to context switch while providing cross-functional business solution and ensuring timely delivery by managing and streamlining business processes and driving strategic leadership. He is known to introduce IT business transformation and ensure successful implementation. Nimil possess MBA from San Jose State university, MBA Marketing and Information technology engineering from India. Nimil lives in Campbell, California. He enjoys challenges and believes in making things right. Reach him via email – parikhnimil@yahoo.co.in   Nimil Parikh Sun, 21 Oct 2018 21:22:00 GMT f1397696-738c-4295-afcd-943feb885714:5144 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5083/Lets-explore-Business-Analysts-Toolbox.aspx#Comments 2 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5083 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5083&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5083/Lets-explore-Business-Analysts-Toolbox.aspx Chaos! Stress! Everyday mess! Isn’t this an everyday situation for a business analyst? If not, either you’ve job satisfaction or you’re not being introduced to the real world of business analysis. A person might possess great skills, however, (s)he might not be able to utilize skills without the right mix of tools and environment. A toolbox enables a person to implement the skills in the most efficient way. Possessing necessary tools is just the one part of it. Another is the knowledge to utilize the right tools at the right time to cater the solution and ensure timely committed delivery. What are these tools? How do we map the usage of tools to the given circumstance? How can we efficiently utilize the tool? Does it depend on the solution or the approach? Nimil Parikh Sun, 08 Jul 2018 12:00:00 GMT f1397696-738c-4295-afcd-943feb885714:5083 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5067/Who-is-a-Business-Analyst.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5067 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5067&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5067/Who-is-a-Business-Analyst.aspx In a large firm, a business analyst (BA) organization makes an effort to identify, analyze and provide a solution to the above questions. A BA organization is a prime pillar in optimizing resources to provide maximum value out of it to the business. A BA organization consists of business analysts in various roles like Product Manager, Program Manager, Project Manager, Business Analyst, Business Systems Analyst, Business Systems Consultant, Business Process Analyst etc.  The prime objective is to analyze business to maximize value addition. To understand more about the BA organization, it is important to understand what is business analysis Nimil Parikh Sun, 17 Jun 2018 22:20:00 GMT f1397696-738c-4295-afcd-943feb885714:5067 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5032/Analyzing-with-Job-Task-Instructions.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5032 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5032&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5032/Analyzing-with-Job-Task-Instructions.aspx The success of process improvement projects is greatly influenced by good planning for gathering requirements or user stories. Part of the planning is identifying which of the analysis techniques will be effective for the elicitation of business needs with stakeholders. One objective for these techniques is to enhance project team collaboration by establishing a common understanding of the business process, thus providing a knowledge basis for developing changes. This article explores using job task instructions as an analysis technique for supporting project team collaboration by providing a platform to keep team members informed with the decisions on workplace changes. Transform VA Sun, 06 May 2018 12:15:00 GMT f1397696-738c-4295-afcd-943feb885714:5032 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3610/Governance-Compliance-and-Business-Rules-Through-Young-Eyes.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3610 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3610&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3610/Governance-Compliance-and-Business-Rules-Through-Young-Eyes.aspx When my older son graduated from college, he worked as an intern for a professional sports team. At the end of his very first day of work he called me, puzzled. "I asked them what my responsibilities were," he related, "and they said, 'We need you to know what we are supposed to be doing'." After a long pause he went on, "I wanted to ask them why they didn't already know what they were supposed to be doing, but I didn't think that would be such a great idea my very first day there." Transform VA Mon, 19 Dec 2016 03:17:00 GMT f1397696-738c-4295-afcd-943feb885714:3610 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3658/Use-cases-or-business-process-maps-what-technique-to-use.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3658 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3658&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3658/Use-cases-or-business-process-maps-what-technique-to-use.aspx A list of business analysis techniques is pretty extensive and from year to year new techniques appear, or become more formalised, and are adopted by business analysts all over the world. Some techniques become more popular and are widely used and some are used rare or only when a specific need arises. But definitely there are techniques that became very popular and are used on a daily basis and even become buzz words for some people. These techniques are mainly used to create solution design and they are business process maps, use cases, user stories, wireframes and business rules. Sometimes even business analysts are confused how they should create solution design and what techniques they should use. Transform VA Mon, 07 Nov 2016 01:50:00 GMT f1397696-738c-4295-afcd-943feb885714:3658 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3389/Understanding-Business-Process-Design.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3389 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3389&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3389/Understanding-Business-Process-Design.aspx There are several interpretations of Business Process Design, which is concerned with devising a cost-effective approach for the various tasks to be performed in a business. Here is mine which has worked effectively for me for several years. It's not a matter of what tools I use, but rather understanding the principles behind the design process itself. timbryce Thu, 12 Nov 2015 05:12:00 GMT f1397696-738c-4295-afcd-943feb885714:3389 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3223/Process-Improvement-First-Do-No-Harm.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3223 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3223&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3223/Process-Improvement-First-Do-No-Harm.aspx BA needs to ensure that any process improvements benefit the end-customer – a quicker delivery, higher quality, or a less expensive product/service from the eyes of the customer. But what happens if the BA only evaluates a sub process? Can the end-customer value be harmed (i.e., slower delivery, lower quality, more expensive product or service)?  Transform VA Mon, 13 Jul 2015 12:01:00 GMT f1397696-738c-4295-afcd-943feb885714:3223 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3287/How-not-to-get-lost-in-data-jungle.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3287 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3287&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3287/How-not-to-get-lost-in-data-jungle.aspx Data migration is typically the most forgotten or underestimated component of an IT project which is the process of making a copy of data and moving it from one system to another, preferably without disrupting or disabling active business processes. On some occasions, it is not easy to understand that a data migration is needed in the project and most of the times data migration is not seen as an item that its requirements needs to be captured during analysis phase. That’s why migration related problems begin during development or testing phase when data need is identified or when the data from the old system refuses to fit properly into your new user interfaces or business rules despite the transportation of the old data. For a successful project, the need of a data migration and its requirements must to be identified early beginning of analysis phase and further actions should be reflected to project plan accordingly. But how? Data migration strategies are a whole different detailed topic and they will not be mentioned here but capturing the essentials of data nature is a life-saver activity which is the targeted idea of this work. 1. Will you need a data migration? Identify it during elicitation phase if possible. If not, analysis phase is also ok but be careful and just identify the need as earlier as possible. Ask data related simple questions. Do your requirements mention from the systems need to be shut down? If yes, does this system keeps any data? Is your project a replacement project for an old system? If yes, does this system keeps any data? Do your requirements mention from entities that are already used in your company’s systems? In order to use that data do your new system’s data model needs to keep them as well. Watch out, it may mean also a nasty synchronization! If one of answers is yes, you will need a potential data migration. Just continue to get more details. 2. How to capture requirements and define business rules? If you determine that you need a data migration, be careful and specify at least following details in your analysis.   2.1 Identify if your company have multiple data sources for that entities. If yes, determine the master and the fate of other systems’ data. You will see how many systems you are dealing with. It is important to know how and where data is stored, backed up, and if it is archived. 2.2 Data profiling: Data profiling is a “must have” activity to understand what are specs of the material you will be working on. Conduct profiling activities and classify the data, such as data with missing unique ID’s or missing first name and last name or false data such as numeric values as first name and other useful information like length, type, candidate for primary key, etc. Results of the profiling will guide you to design user interfaces and capture business rules. 2.3 Do you need data cleansing? According the data profiling, you will see if you need cleansing activities and what will be the final structure of the data you will be working on. Also you will be able to clarify cleansing related activities on the project timeline which will provide a cleaner vision for the project timeline. If your answer is no, definitely check the section 2.6. 2.4 Data structures must be well understood if your project requires design of user interfaces or data forms. Consider data structures while determining dynamic user interfaces or form context. For example, old system may store the phone number and its extension in one field by separating data by “–“. This means two numbers are stored in one field and you should consider such constraints while you are designing a new interface with multiple fields on section 2.8 or determine ways to separate phone number and its extension effectively while moving the data as mentioned on section 2.7. 2.5 Fate of the historical data:  Take into account if historical data will be migrated or not. It may affect your user interfaces or business processes. 2.6 Fate of the missing or dirty data: After profiling, most probably you will see that some of your data is not clean or adequate to use in further actions. For example, you are working on sensible customer data and national identity number is mandatory but some records do not have identity numbers. It will cause you problems to pinpoint the customer or you will face further problems if this information is mandatory to display customer on the screen.  Even worse, if you have validations based on the identity number such as debt control or billing, the system will not be able to conduct such validations. Always check whether data ownership belongs to a specific business unit. If yes, let them decide to the fate of data. Decide whether the data is just enough to use or will it cause problems to conduct business processes. Will you migrate such data? If yes, sections 2.8 and 2.10 will be highly important for you. Is it possible to clean or enhance problematic data somehow? If yes, how? Determine the way and related requirements. If you decide not to move such data, always consult with your business unit for possible further actions. They may need to find the customer and inform him/her legally according his/her account status or they may need another manual/automation processes.  2.7 Data mapping is basically the activity of creating a map of the existing data model by matching each entity&field with the future data model. Each entity should be mapped correctly and in details to be able to move data successfully. The map is an essential item of data migration strategy which is a whole another topic and not be mentioned here in details. Based on the mapping, you can see the gap between your legacies and your future and you can use the information on section 2.8 2.8 Screen validations and rules: Results of sections 2.2-2.7 will give you clear information about user interface validations and potential need of new business processes. 2.8.1 Screen validations? Define entity specs such as type and length based on the profiling results, the information will guide you to design potential data forms. Define the rules for the gap. If entities are not matching neatly, define UI standards and validation rules accordingly. Such as, will be these entities optional or if two different data are kept in one field, will you continue to collect and display them together? 2.8.2 New processes is needed? If you decided to transport problematic data; You may need to create new processes to correct such data. For example if the identity number is mandatory and your customer update process originally does not allow to update the number, in order to enable the correction of the customer information, you may need the define rules such as displaying identity number field editable. You may create new processes to alert the system or trigger different actions. 2.9 Define security & security measures such as encryption. If data needs to be migrated encrypted, general rules shall be set during analysis phase. 2.10 Define migration acceptance criteria such as data quality, migration duration etc. if it will cause termination on your services 2.11 Define the fate of the legacy data: Will you continue to keep the data on the legacy systems? If yes, determine whether a synchronization is needed with the new system or not? How long the data should be kept on legacy system? What are maintenance rules?   3.    What is next? Of course, plan the future! All answers will guide you for further activities which need to be added to the project plan in details. Identifying these steps at the beginning will prevent you from future unexpected surprises and definitely will help to close the project on time. 3.1 Rehearsals A clean migration needs rehearsals where you can have a look at your situation. 3.2 Testing scenarios Requirements need to be tested and since migration activity creates its own requirements, testing scenarios should cover these requirements as well. Author: Aylin Şen, Senior Business Analyst aylinsen Thu, 28 May 2015 16:49:00 GMT f1397696-738c-4295-afcd-943feb885714:3287 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3208/Follow-up-on-processes-When-money-is-not-enough--a-public-sector-example.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3208 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3208&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3208/Follow-up-on-processes-When-money-is-not-enough--a-public-sector-example.aspx As of this writing, the city of Houston is still struggling with their pothole process. The point of this article is not to recommend a solution, but a path to resolution and a profound lesson learned. Not all problems are resolved by just “throwing money” at it. In fact, the lack of a budget being used is an indication of a process problem. Transform VA Mon, 04 May 2015 04:55:00 GMT f1397696-738c-4295-afcd-943feb885714:3208 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3178/Redesigning-Business-Processes-using-Product-Based-Design.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3178 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3178&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3178/Redesigning-Business-Processes-using-Product-Based-Design.aspx The PBD starts with examining the end-product data elements and associated business rules. The BA team then uses this information to redesign a process that produces the end-product. Special note about the team. The lead BA should remind the team members that this is a redesign effort. This is a real challenge especially for the team members who are knowledgeable with the existing process. It may be best to recruit team members with a “fresh pair of eyes.” Note that there is no doubt that the BA team will consider automation in the redesign. In this effort, the BA team should keep in mind a quote attributed to Bill Gates [3] on BPM. “The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency. [7] In my experience, all benefits come from redesigning or improving existing processes, not by applying automation through software. Software only facilitates the process improvement. Transform VA Mon, 23 Mar 2015 02:47:00 GMT f1397696-738c-4295-afcd-943feb885714:3178 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3153/Expanding-black-box-pools-on-an-existing-BPMN-model.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3153 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3153&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3153/Expanding-black-box-pools-on-an-existing-BPMN-model.aspx The purpose of this article is to show the expansion of an existing Business Process Model and Notation (BPMN) model due to an increased interest in a partner’s processes.  In a previous article, I developed a BPMN model on a home medical process associated with peritoneal dialysis. In that article, I modeled a process, Ship Dialysis Equipment, as a black box pool; Transform VA Mon, 19 Jan 2015 02:20:00 GMT f1397696-738c-4295-afcd-943feb885714:3153 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2959/Advancing-your-career-applying-BA-skills-to-BPM-field.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2959 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2959&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2959/Advancing-your-career-applying-BA-skills-to-BPM-field.aspx Many BAs (especially the most experienced ones) should be familiar with processes...  Let us try to reveal, how BA skills are applicable to BPM and which steps a BA should take to transfer their knowledge to a state sufficient to fully enter the BPM sphere. Transform VA Sun, 11 May 2014 22:50:00 GMT f1397696-738c-4295-afcd-943feb885714:2959 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2821/From-Business-Analyst-to-Business-Hero-Selecting-a-BPM-Solution.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2821 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2821&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2821/From-Business-Analyst-to-Business-Hero-Selecting-a-BPM-Solution.aspx The path to choosing a third party business process management (BPM) system is riddled with potential pitfalls. The decision can make or break a business, so it’s worth the time and effort to get it right. Transform VA Mon, 23 Dec 2013 01:21:00 GMT f1397696-738c-4295-afcd-943feb885714:2821 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2812/The-Need-for-Speed-Agile-Technology-for-Rapid-BPM-Implementations.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2812 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2812&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2812/The-Need-for-Speed-Agile-Technology-for-Rapid-BPM-Implementations.aspx While the benefits of an effective Business Process Management solution are clear, a truly successful, on-time implementation can prove elusive. As a Business Analyst, you may be held responsible for project timelines. So when the schedule starts slipping, your credibility can slip away with it. This article discusses how agile technology and processes can slash implementation times from months or years to a few weeks or evendays, reducing time to value and ensuring successful, on-time, on-budget implementations. adrian Mon, 25 Nov 2013 00:53:00 GMT f1397696-738c-4295-afcd-943feb885714:2812 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2650/Home-Peritoneal-Dialysis-a-BPMN-model-and-use-of-5S-principles.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2650 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2650&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2650/Home-Peritoneal-Dialysis-a-BPMN-model-and-use-of-5S-principles.aspx The purpose of this article is to show an example of using Business Process Model and Notation (BPMN) to document the home medical process of peritoneal dialysis plus using 5S principles in the treatment workspace. Transform VA Mon, 16 Sep 2013 06:32:00 GMT f1397696-738c-4295-afcd-943feb885714:2650 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2533/Democratizing-BPM-With-Visio-and-Office-365.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2533 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2533&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2533/Democratizing-BPM-With-Visio-and-Office-365.aspx Business process management (BPM) is evolving rapidly in the face of ongoing advancements in technology, an increasingly multigenerational workforce, and an evolving and complex regulatory landscape. Underpinning every BPM initiative is a focus on creating and sharing professional process diagrams. Transform VA Sun, 17 Mar 2013 10:33:00 GMT f1397696-738c-4295-afcd-943feb885714:2533 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2406/We-Already-Have-a-BRMS-What-are-We-Missing.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2406 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2406&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2406/We-Already-Have-a-BRMS-What-are-We-Missing.aspx There are capabilities necessary to implement Smart Systems, where business people manage business logic in a business-like and agile fashion, with highest integrity, and deployable to any and many targets. These are the requirements satisfied by a BDMS, not by a BRMS  Transform VA Wed, 05 Dec 2012 17:35:00 GMT f1397696-738c-4295-afcd-943feb885714:2406 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2310/Business-Process-Reengineering-and-Refocus-for-Major-Enterprises.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2310 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2310&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2310/Business-Process-Reengineering-and-Refocus-for-Major-Enterprises.aspx At some time or another, most companies will likely experience a point in their development when business process management (BPM) will need to be adjusted in order to support growth, mitigate a challenge or respond to market trends. Exploring how multinational corporations such as Apple and Hewlett-Packard have handled such challenges can offer insight for managers looking to apply best practices to the unique situations facing their own organizations.   Transform VA Thu, 26 Jul 2012 14:12:00 GMT f1397696-738c-4295-afcd-943feb885714:2310 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2293/A-New-Information-Systems-Paradigm-What-does-a-Business-Analyst-Needs-to-Know.aspx#Comments 9 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2293 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2293&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2293/A-New-Information-Systems-Paradigm-What-does-a-Business-Analyst-Needs-to-Know.aspx There is an exciting paradigm shift happening within the information systems (IS) field. This means a new breed of information systems is emerging as are new approaches for developing them. The good news is that business analysts may be more critical to the new paradigm than to past ones.  Transform VA Sun, 08 Jul 2012 19:54:00 GMT f1397696-738c-4295-afcd-943feb885714:2293 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2239/How-Business-Processes-Strategy-and-Business-Policies-Relate.aspx#Comments 9 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2239 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2239&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2239/How-Business-Processes-Strategy-and-Business-Policies-Relate.aspx Business process models are intuitive. That’s why people like them. They provide management blueprints for coordinating repetitive work. But are they sufficient for creating an optimal business solution for a business challenge? No. This discussion brings into focus some of their blind spots and what you can do to address them successfully.   Transform VA Mon, 04 Jun 2012 04:10:00 GMT f1397696-738c-4295-afcd-943feb885714:2239 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2240/Business-Processes-Better-with-Business-Rules.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2240 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2240&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2240/Business-Processes-Better-with-Business-Rules.aspx If you’re looking to manage business activities on a business-process basis, stability is key. But business rules aren’t stable. In fact, many change quite rapidly. What should you do? Separate the business rules from the business process model, so the business process model can do its job. Transform VA Sun, 13 May 2012 04:48:00 GMT f1397696-738c-4295-afcd-943feb885714:2240 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1810/Business-Process-Management-Across-the-Extended-Enterprise-Challenges-Examples-and-Benefits-of-Web-Based-Software.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1810 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1810&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1810/Business-Process-Management-Across-the-Extended-Enterprise-Challenges-Examples-and-Benefits-of-Web-Based-Software.aspx There are considerable benefits from extending business process management capabilities outside the boundaries of the company, and clearly measurable value is much easier to quantify when stakeholders are outside the traditional walls of the business. NigelDavies Thu, 07 Jul 2011 06:08:00 GMT f1397696-738c-4295-afcd-943feb885714:1810 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1868/An-Introduction-to-Swimlane-Diagrams.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1868 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1868&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1868/An-Introduction-to-Swimlane-Diagrams.aspx A swimlane diagram is a type of process flow diagram (also sometimes called a cross-functional diagram) that features divisions or "lanes." Each lane is assigned an actor (which may be an individual, department, division, group, machine, entity, and so on), or even a phase or stage in a process, that is responsible for the activity or work described in the lane. speeditonline Mon, 27 Jun 2011 07:25:00 GMT f1397696-738c-4295-afcd-943feb885714:1868 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1864/Crossing-the-BPM-Chasm.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1864 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1864&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1864/Crossing-the-BPM-Chasm.aspx More and more organizations are taking advantage of business process management (BPM) solutions. And yet, it is often the case that, after an initial success or two, the growth of BPM within a company stalls. speeditonline Thu, 09 Jun 2011 08:29:00 GMT f1397696-738c-4295-afcd-943feb885714:1864 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1809/The-Tasks-of-Enterprise-Architecture.aspx#Comments 4 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1809 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1809&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1809/The-Tasks-of-Enterprise-Architecture.aspx An enterprise exists for a purpose, stated in its high-level goals and business model. It also has everyday operations which may or may not serve this purpose. We need a link between the two and this is what Enterprise Architecture is about – the establishment of a link between an organization’s ultimate goals and its day-to-day operations. speeditonline Mon, 09 May 2011 04:01:00 GMT f1397696-738c-4295-afcd-943feb885714:1809 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1779/The-Importance-of-Business-Process-Ownership.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1779 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1779&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1779/The-Importance-of-Business-Process-Ownership.aspx The ownership of business processes is often a bone of contention – with various parties feeling that they should be considered the owner of certain processes and not of other processes. Inability to agree on ownership can lead to turf-wars when there are perceived overlaps, as well as impactful inaction when no clear owner has been identified. This article analyses the source of ownership conflict, and makes suggestions regarding resolutions to the problem. It considers the issue of ownership, as well as the issue of custodianship. speeditonline Mon, 11 Apr 2011 04:49:00 GMT f1397696-738c-4295-afcd-943feb885714:1779 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1761/Better-Faster-Cheaper-Part-II--The-Decision-Model-Meets-Data-Quality-Head-On.aspx#Comments 7 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1761 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1761&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1761/Better-Faster-Cheaper-Part-II--The-Decision-Model-Meets-Data-Quality-Head-On.aspx In this article, I explain a project completed in the financial services industry. A client asked me to lead a project to redesign a failed sub-process that had resulted in billions of dollars of backed up financial transactions. This particular financial process had a history of failed and abandoned process improvement projects. The pressure was on and, I must confess, I was not entirely sure that The Decision Model would be a good fit. speeditonline Mon, 28 Mar 2011 07:37:00 GMT f1397696-738c-4295-afcd-943feb885714:1761 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1707/Business-Oriented-Architecture-and-SOA.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1707 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1707&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1707/Business-Oriented-Architecture-and-SOA.aspx I know many of you are still trying to get to grips with Service Oriented Architecture (SOA), so apologies in advance for the potential mental exertion and confusion of introducing Business Oriented Architecture (BOA). speeditonline Thu, 03 Mar 2011 05:21:00 GMT f1397696-738c-4295-afcd-943feb885714:1707 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1728/5-Key-Benefits-of-Business-Process-Modeling.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1728 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1728&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1728/5-Key-Benefits-of-Business-Process-Modeling.aspx Business Process Modeling is becoming a higher priority for business managers and analysts as there is an increasing emphasis in organizations to document, understand and improve their business processes. Although Business process modeling provides many important benefits to companies and organizations, however, these five are the most critical and high impact. ds42 Thu, 24 Feb 2011 05:01:00 GMT f1397696-738c-4295-afcd-943feb885714:1728 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1710/Improve-Business-IT-Interactions-with-the-Right-BPM-Tool.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1710 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1710&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1710/Improve-Business-IT-Interactions-with-the-Right-BPM-Tool.aspx As a result of budget constraints and limited resources, many companies, (mine included) look to automating tasks and processes to improve efficiency. And one of the easiest areas to demonstrate immediate improvement is by automating a manual process. While almost any manual process could show results by ‘simply’ being able to move documents and files electronically around the company, there is really a more important underlying requirement. speeditonline Mon, 07 Feb 2011 06:19:00 GMT f1397696-738c-4295-afcd-943feb885714:1710 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1629/Business-Process-Models-and-Business-Rules-How-They-Should-Work-Together.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1629 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1629&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1629/Business-Process-Models-and-Business-Rules-How-They-Should-Work-Together.aspx As business analysts, we know that a business process model is a crucial technique for transforming a business and redesigning automated business systems. Yet, we struggle with the best way to represent the business rules that guide it. This is not a surprise, but disappointing. Ironically, business rules may be the most important dimension of an enterprise. They are the core of business decisions and actions, whether automated or not. How do we treat them today? speeditonline Mon, 06 Dec 2010 05:01:00 GMT f1397696-738c-4295-afcd-943feb885714:1629 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1562/Structuring-AS-IS-and-TO-BE-Process-Improvement-Discussions-using-the-Fishbone-Diagram.aspx#Comments 7 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1562 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1562&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1562/Structuring-AS-IS-and-TO-BE-Process-Improvement-Discussions-using-the-Fishbone-Diagram.aspx In a process improvement project, the analysis team needs to model and examine several aspects of the current (AS-IS) value chain under study. The purpose of the analysis is to create a visual diagram of the value chain along with its associated text and metrics and determine if there are possible areas of improvement (e.g., reductions in cost or time). If improvements are identified, the team constructs a modified value chain model (TO-BE) with the improvements and then conducts a gap analysis on how to transition to the new value chain. This article focuses on the analysis of the current value chain by providing a method for structuring the AS-IS and TO-BE process improvement discussion. speeditonline Mon, 01 Nov 2010 09:30:00 GMT f1397696-738c-4295-afcd-943feb885714:1562 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1458/A-Baseball-Analogy-Monitoring-Processes-through-Leading-and-Lagging-Metrics.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1458 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1458&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1458/A-Baseball-Analogy-Monitoring-Processes-through-Leading-and-Lagging-Metrics.aspx This article provides the business analyst an analogy on how process owners manage value chains by monitoring leading and lagging metrics. The article highlights the need for business analysts to provide process owners with these metrics. These metrics provide indications of positive and negative process and business risks. Examples of the traditional risk response types of accept, avoid, mitigate, transfer, exploit, enhance, and share are provided. speeditonline Mon, 02 Aug 2010 04:37:00 GMT f1397696-738c-4295-afcd-943feb885714:1458