One of the soft skills that BABOK [1] specifies is communication, and for good reason—understanding and being properly understood is key to any profession, but especially business analysis, where details are king and unearthing them is meticulous work. And an analyst has multiple avenues of communication that affect her work.
With the rapid adoption of The Decision Model, the most frequently asked question is: “How do I convince my organization to try it and eventually adopt it as a standard?” Two related questions from two different perspectives are: Do I have to find a way to introduce The Decision Model from the top down? Can I introduce The Decision Model from the ground up?
As businesses acknowledge the value of business analysis – the result of the absolute necessity to drive business results through projects – they are struggling to figure out three things:
What are the characteristics of their current BA workforce, and how capable does their BA team need to be?
What is needed to build a mature BA Practice?
How are we going to get there?
There is no single correct way to document specific requirements information. Every BA needs a rich tool kit of techniques at her disposal so that she can choose the most effective requirements view in each situation. In this article I offer some ideas about how to make that choice.
Of the four articles in the series, this particular article is the most sensitive. If not practiced with caution, trying to influence someone or a situation could have a devastating impact. Therefore, this article comes with a disclaimer: “Stupid is as stupid does.”
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