https://modernanalyst.com RSS feeds for Business Analyst Community & Resources | Modern Analyst 60 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/6082/How-Does-the-Product-Life-Cycle-Management-PLM-Impact-Fulfillment.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6082 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6082&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6082/How-Does-the-Product-Life-Cycle-Management-PLM-Impact-Fulfillment.aspx Taking a product from an abstract idea to an item that’s widely available in the marketplace demands a hands-on approach to prevent things from falling through the cracks. A technique that goes back nearly a century, product lifecycle management (PLM) has for decades been used to improve the efficiency of product development and design. In recent years, however, a growing number of organizations are realizing the capability of cloud-based PLM software to drive fulfillment benefits. There is a recognition that you can strengthen your supply chain management by deploying PLM from product conception to multi-faceted fulfillment. As your product approaches maturity, it necessitates changes to workflow, supply chain, and fulfillment processes as a means of attaining sales objectives and driving overall business strategy. But before we get into that and how PLM affects fulfillment, first a definition of PLM. Transform VA Sun, 17 Jul 2022 20:00:00 GMT f1397696-738c-4295-afcd-943feb885714:6082 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6042/Change-Requests-for-Software-Business-Analysts.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=6042 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=6042&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/6042/Change-Requests-for-Software-Business-Analysts.aspx A change request (CR) is basically any change in the initial set of signed-off requirements. So, typically in a waterfall model implementation, the requirements phase ensures that all the requirements (features/functionalities/functional and non-functional) are agreed upon and documented before development starts. After that, any new scope brought or requested by clients becomes a change request. There is an additional cost associated with implementing a change request. Even in the agile model of working, although there is flexibility in the implementation of the project, vendors ensure that a high-level set of requirements are discussed and agreed upon. The iterative way of working ensures that clients have their eyes on the product as it is developing and can suggest corrections or alignments. However, no vendor can work with entirely flexible requirements. It's not feasible from a budgeting standpoint. Transform VA Sun, 27 Mar 2022 22:01:00 GMT f1397696-738c-4295-afcd-943feb885714:6042 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/5874/Models-And-Diagrams-What-Is-The-Difference.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5874 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5874&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5874/Models-And-Diagrams-What-Is-The-Difference.aspx A diagram is a 2-dimensional representation of a story, which shows elements and their relationships on a single canvas. An element is shown on a single diagram. (To show the same element information on a 2 diagrams, the element is duplicated.) When the properties of a diagram element are changed, the change is reflected only on that diagram. A model is a 3-dimensional representation of a collection of related stories, which captures diagram elements as model components. A component includes all element properties and relationships between different elements on all diagrams. A single model component can be shown as elements on several diagrams. A change to the properties of a diagram element or model component is reflected on every diagram where that component is displayed. A model does not necessarily need to include any diagrams. Diagramming is the most common method for creating and maintaining model components, but the diagrams can be deleted without changing the model. If a picture is worth a thousand words, then a diagram converts those words into a story. A model organizes those stories into a book. Transform VA Mon, 05 Jul 2021 17:54:00 GMT f1397696-738c-4295-afcd-943feb885714:5874 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/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/5361/Rethinking-the-Triple-Constraint-Five-Project-Dimensions.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5361 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5361&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5361/Rethinking-the-Triple-Constraint-Five-Project-Dimensions.aspx Perhaps you’ve seen a sign at an auto repair shop that asked, “What do you want: good, fast, or cheap? Pick two.” While humorous, the sign is also wise: it acknowledges the reality of trade-offs. You generally cannot optimize every desired outcome of a given situation.  The notion of such a “triple constraint” or “iron triangle” appears throughout project management. The problem is that I have seen numerous representations of the triangle with various parameters on the triangle’s vertices—size, cost, time, or scope—and various assumptions made about what is being held constant, such as quality or functionality. I’ve also seen diagrams that show four project dimensions. So, in my view, the traditional “triple constraint” is wrong, although the concept of constraints and trade-offs is certainly valid. Transform VA Mon, 17 Feb 2020 17:00:00 GMT f1397696-738c-4295-afcd-943feb885714:5361 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5528/Knowledge-First-IT-Last.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5528 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5528&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5528/Knowledge-First-IT-Last.aspx   Step one is get knowledge, step two: redesign for effectiveness then, lastly, step three, pull in IT. It is to start from a base of knowing what IT can do to support a more effective design, the costs of development drop to tens of thousands and everything developed gets used – an amazing feat in IT development. And the benefits delivered by the IT system are significant: Real-time visibility of the work, accurate information about demand and activity times, costs and materials employed. Transform VA Sun, 26 Jan 2020 23:56:00 GMT f1397696-738c-4295-afcd-943feb885714:5528 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5476/Knowledge-The-Prerequisite-for-Profound-Change.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5476 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5476&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5476/Knowledge-The-Prerequisite-for-Profound-Change.aspx In Part 1 of this series John Seddon argued that Agile, as practiced, is bereft of knowledge, hence its ubiquitous failure. Here he argues that ‘get knowledge’ is the starting-place for effective change. Part 2: Knowledge: the prerequisite for profound change It may seem heretical to suggest that we make change without knowledge, but, as Deming pointed out, experience is not equivalent to knowledge; you can spend 20 years in an organisation without knowing how to change it for the better. Leaders, clients and stakeholders describe requirements or problems to solve on the basis of their current world view, governed by information from their current control systems, but what if their world view is flawed? What if there are bigger and different problems to solve? Transform VA Mon, 23 Dec 2019 02:13:00 GMT f1397696-738c-4295-afcd-943feb885714:5476 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5499/Time-to-Clean-the-Garage-Again-and-Use-Lean-5S.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5499 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5499&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5499/Time-to-Clean-the-Garage-Again-and-Use-Lean-5S.aspx Five S can be applied in any work environment and prepares a work area for a follow-on Lean process improvement effort. In this case, 5S prepares my garage for Lean process improvement in doing home activities like automobile maintenance, appliance repair, and hobbies like gardening and woodworking. But, remember the preparation benefit is only realized if 5S is sustained. As I said I am the worst (ugly) in keeping the “new world order” in my garage. Transform VA Sun, 15 Dec 2019 21:19:00 GMT f1397696-738c-4295-afcd-943feb885714:5499 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5401/How-BAs-Fit-into-Projects-and-Development.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5401 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5401&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5401/How-BAs-Fit-into-Projects-and-Development.aspx As the business analyst (BA) role continues to evolve, the responsibilities continue to expand. One of the best ways for a business analyst to add value to a project is to understand the processes involved in both the project life cycle (PLC) and the software development life cycle (SDLC). Contrary to popular belief, the two life cycles are independent of one another, however, it's best that they are aligned. adrian Mon, 29 Jul 2019 08:11:00 GMT f1397696-738c-4295-afcd-943feb885714:5401 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5343/Breaking-the-Complex-Down-to-Simple.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=5343 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=5343&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/5343/Breaking-the-Complex-Down-to-Simple.aspx Process modeling/mapping/flowing, can be an art, and science, based on the maturity of the organization, knowledge of those doing this work in the organization, and many other factors. What I have found can be challenging is identifying the actual processes to model/map/flow. The fight identification may not occur on the first attempt as this work can be quite iterative, however, there are some concepts that can help make the identification a little easier Transform VA Sun, 12 May 2019 21:14:00 GMT f1397696-738c-4295-afcd-943feb885714:5343 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/4906/Does-design-belong-in-your-requirements.aspx#Comments 6 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=4906 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=4906&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/4906/Does-design-belong-in-your-requirements.aspx I don’t know how many articles I’ve read where the author states requirements should be “what” the user/client needs, not “how” to deliver the solution. They say “A requirement should never specify aspects of physical design, implementation decisions or system architecture”... In my humble opinion, every requirement, even the business level needs, goals and objectives, are just the start of a long march to a solution. adrian Mon, 18 Dec 2017 03:57:00 GMT f1397696-738c-4295-afcd-943feb885714:4906 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3645/Deep-Dive-Models-in-Agile-Series-Business-Objectives-Models.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3645 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3645&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3645/Deep-Dive-Models-in-Agile-Series-Business-Objectives-Models.aspx This short paper series, “Deep Dive Models in Agile”, provides valuable information for the Product Owner community to use additional good practices in their projects. In each paper in this series, we take one of the most commonly used visual models in agile and explain how to create one and how to use one to help build, groom, or elaborate your agile backlog. Transform VA Mon, 05 Dec 2016 00:48:00 GMT f1397696-738c-4295-afcd-943feb885714:3645 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3630/Deep-Dive-Models-in-Agile-Series-Process-Flows-Edition-1.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3630 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3630&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3630/Deep-Dive-Models-in-Agile-Series-Process-Flows-Edition-1.aspx Process Flows are usually used for user facing projects/systems, although their cousin, the System Flow, can be used in virtually the same manner to document system processes and logic.  When on an agile project, the Product Owner (PO) or Business Analyst (BA) will usually elicit the high level process flow (L1) in a sprint 0 or planning type phase. From there, during that same planning type phase, the L2 processes to be created will be prioritized and the PO or BA will usually work on the 1-2 highest priority process flows at the L2 level. This is to build the initial backlog. Transform VA Mon, 26 Sep 2016 08:28:00 GMT f1397696-738c-4295-afcd-943feb885714:3630 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3523/Use-Uncertainty-to-Win-Business.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=3523 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=3523&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/3523/Use-Uncertainty-to-Win-Business.aspx A bid is like a product that, once designed, the team must be able to deliver it. This delivery includes manufacturing the product, testing it, preparing the marketing for the product launch and finally launch it.  We propose a staged approach that replace guessing a number with qualitative investigation. The model suggested, distilled from experience, shows how estimates are transformed into effort and, ultimately, into a coherent story with a price tag attached. iavi.rotberg@endava.com Sun, 19 Jun 2016 12:40:00 GMT f1397696-738c-4295-afcd-943feb885714:3523 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/2077/Lean-Six-Sigma-for-non-industrial-organizations.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=2077 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=2077&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/2077/Lean-Six-Sigma-for-non-industrial-organizations.aspx Lean techniques use a process-oriented approach. In non-industrial organizations however, the process is invisible. In order to apply Lean techniques successfully in this environment, the visibility of processes has to be significantly increased. Employees have to learn to look at their organization from a process viewpoint. Furthermore, it is important that the method is applied to all layers of the organization. Transform VA Thu, 08 Dec 2011 00:59:00 GMT f1397696-738c-4295-afcd-943feb885714:2077 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/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/1058/Six-Sigma-and-the-Business-Analyst.aspx#Comments 10 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1058 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1058&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1058/Six-Sigma-and-the-Business-Analyst.aspx I began my career at Cap Gemini Ernst & Young where doing business analysis and implementing large scale systems was my job. At that time, I just thought everyone intrinsically knew you had to understand the business and all the requirements before you begin designing a system (whether custom built or off the shelf). adrian Fri, 04 Sep 2009 00:01:00 GMT f1397696-738c-4295-afcd-943feb885714:1058 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1069/3-Key-Elements-of-a-Lean-BPM-Solution.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1069 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1069&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1069/3-Key-Elements-of-a-Lean-BPM-Solution.aspx Businesses cope with manual, repetitive tasks to get the job done. Email, conference calls, and "walking the cubes" are too frequently the process for requesting information, getting approvals, and checking project status. Time and resources are wasted, errors abound, and everyone is less productive. Automating these everyday business processes is the way to improve productivity and gain efficiency. Traditional Business Process Management (BPM) systems can provide a solution, but the cost and complexity to implement simple processes is often too expensive for many business units.   adrian Mon, 31 Aug 2009 04:01:00 GMT f1397696-738c-4295-afcd-943feb885714:1069 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1059/Business-Analysts-Role-Changes-Require-New-Skill-Sets.aspx#Comments 1 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1059 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1059&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1059/Business-Analysts-Role-Changes-Require-New-Skill-Sets.aspx The business analyst's job has changed this year -- and so have the critical skills that companies demand. New research shows that while communication is still key, knowledge of Lean and Agile methods is a must-have as well. adrian Mon, 17 Aug 2009 06:10:00 GMT f1397696-738c-4295-afcd-943feb885714:1059 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1011/Detail-Process-Charts-A-Common-Ground-for-Business-and-Development.aspx#Comments 3 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1011 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1011&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1011/Detail-Process-Charts-A-Common-Ground-for-Business-and-Development.aspx When the first flowcharts were applied to manufacturing processes, they followed the flow of a single part through its manufacture.  They displayed, in sequence, the steps it took to make the part and they made sense.  They were easy to visualize, easy to follow, easy to work with, and they resulted in millions of dollars worth of productivity gain.  This same concept was applied to information process charting in the 1940’s.  However, rather than following a single flow, multi-flow process charts were used.  They showed all of the records in a business process in order to make clear the exchange of information between records.  Once again the effort generated millions of dollars worth of productivity gain.   worksimp Mon, 27 Jul 2009 16:46:00 GMT f1397696-738c-4295-afcd-943feb885714:1011 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1010/Customer-Focus-in-Process-Improvement.aspx#Comments 0 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=1010 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=1010&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/1010/Customer-Focus-in-Process-Improvement.aspx A process is a series of steps completed to achieve a particular result. It is hard to imagine a process improvement effort that doesn’t start with a focus on that result with a question like “What is the purpose of this process?” - whether the customer is actually engaged or not. Sometimes we have a strong sense that our product or service is good. Sometimes we choose to “get our own house in order” before we step outside the organization. Sometimes we base the result on a prescription provided by the customer. However, sometimes, our focus may be misdirected to how we do the work without considering why it is done in the first place...particularly where slick new technologies are involved. In any case, without actually engaging the customer, we can’t really know how well the process is working to provide the customer with what the customer needs or wants. worksimp Sun, 19 Jul 2009 16:09:00 GMT f1397696-738c-4295-afcd-943feb885714:1010 https://modernanalyst.com/Resources/Articles/tabid/115/ID/892/Process-Mapping-101-A-Guide-to-Getting-Started.aspx#Comments 37 https://modernanalyst.com/DesktopModules/DnnForge%20-%20NewsArticles/RssComments.aspx?TabID=115&ModuleID=572&ArticleID=892 https://modernanalyst.com:443/DesktopModules/DnnForge%20-%20NewsArticles/Tracking/Trackback.aspx?ArticleID=892&PortalID=0&TabID=115 https://modernanalyst.com/Resources/Articles/tabid/115/ID/892/Process-Mapping-101-A-Guide-to-Getting-Started.aspx Before starting, it is important to understand process mapping’s place in the larger context of business process improvement.  Improving your process typically starts with documenting how it works today, what we call the “as-is” process. adrian Sun, 22 Mar 2009 03:40:00 GMT f1397696-738c-4295-afcd-943feb885714:892