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.

With the surge of coronavirus, the word “Supply Chain “ continuously pops up into the news headlines.  So what is supply chain and how/why is it an area of knowledge each business analyst must master.   One of the biggest misconceptions about supply chain is people think supply chain = logistics or transportation.

The transition from Waterfall to Agile is never easy – especially for a business analyst who must go through this journey. This document has come about because of this challenge and as an attempt to present a practical guide of how to effectively transition over as a business analyst, and where are these worlds connected. I do not believe that all that we learned as business analyst in the waterfall era are completely useless. What has changed in the Agile world is how we think about analysis, how we present the requirements to our business and our development and testing teams. It is by no means a comprehensive and one size fits all document. But it does provide a start and a guide for those who sometimes cannot make the connection.

Using one fictitious  ‘User Story’ in the Agile section of this document, I provide concrete examples of how and when to present just enough information, while giving your audience sufficient understanding of what they need to bring the requirements to life.

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.