Okay, you believe you had a great day at work today; that you accomplished a lot. Maybe you did. Then again, maybe you didn't do as much as you might think. A lot of people believe just because they are a model of efficiency, they are being highly productive. This is simply not true. We have discussed the concept of productivity on more than one occasion in this column, but some trends in the business world have caused me to revisit it again.

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.

The objective of this article is to help business analysts deal with the task of eliciting and documenting non-functional requirements (NFRs) - also known as Quality Requirements. It describes NFR fundamentals in terms of who, what, when, where, and why. It’s considered one easy lesson because my series on functional requirements needed nine articles, and my series on data fundamentals needed 10.  This article assumes that the NFRs are wanted in relation to a software-based solution to a business problem or opportunity. Also assumed is that there are or will be functional requirements for the solution.

As a Business Analyst, there are so many directions or paths, you can take as BA and it's not because you have the title of BA, but it's because of the value you bring to any organization will all the skills and competencies you have. In this article, I will explore some common paths you can consider. For the context of this blog, we are going to consider rising from a Junior BA perspective.

Business Analysis demands in-depth knowledge, expertise, and flexibility. It covers various disciplines and scenarios and offers tools that considerably improve business processes. BAs successfully combine them in their professional activities. Let’s explore five perspectives that help specialists working in this field carry out their tasks effectively.  Perspectives are like lenses through which BAs view initiatives to understand their objectives and apply the right methods to specific contexts. The BABOK® Guide describes five prominent ones that represent common approaches to Business Analysis: Agile, Business Intelligence, Information Technology, Business Architecture, and Business Process Management. Unified by a common structure, these perspectives outline change scope, content, methodologies and techniques, competencies, and knowledge area impact.