Enterprise Analysis (BABOK KA)

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We are frequently asked about connecting and tracing software architecture elements to business processes by integrating BPMN business models and software models in UML (Unified Modeling Language)... Now we will explore how to supplement business architecture with software architecture. 

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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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Enterprise analysis (also known as strategic enterprise analysis or company analysis) is defined as focusing “on understanding the needs of the business as a whole, its strategic direction, and identifying initiatives that will allow a business to meet those strategic goals.” 

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Now that you’re prepared to work with executives, I’m sorry to inform you that the tough stuff is about to begin. While preparation and understanding are crucial elements, and speaking executive language further deepens our conversations, the real meat on the dog bone is taking the next step and beginning to develop your relationship and establishing yourself as a trusted advisor.
 

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In this four part series, I will give you the confidence and motivation you need to make a difference; a difference that will allow you to “Bark with the Big Dogs.” What I’m about to share is tried, tested and true. There are no gimmicks. Before you read on, ask yourself this: “Am I willing to try something different?”

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“…The Analyst will [...] facilitate the identification, design and implementation of business and systems solutions in a rapidly growing and evolving business…”   What strategic initiatives might a business analyst as described above discover, and how will they deliver the “business and systems solutions” in today’s 21st Century competitive environment?
 

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Ron Ross and Gladys Lam have written an important book for the business analyst community. It aims to get business analysts out of the technology ghetto that many of us get stuck in. Regardless of the type of analyst you are, I think it would be worth your time to get your hands on and read this book. I’ll explain why below.

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So many IT projects ultimately end in failure and are simply written off. Same old story, time and time again. Why is it so hard? Why can’t we figure out beforehand whether some solution will actually work once we roll it out? Most project management approaches and many IT methodologies include steps for building business cases and provide guidelines for project planning and estimating. What’s missing?

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Welcome to the new series of articles on the BA as the 21st Century Creative Leader. It was a perfect storm. As we entered the second decade of the 21st century, we found ourselves struggling to adapt. ... It is no coincidence that the business analysis profession is taking hold to address many of the 21st century business challenges.
 

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To remain competitive, it is more important than ever for an organization’s leadership team to use business analysis (BA) practices to execute strategies through innovative solutions. Over the years, business analysis has been rapidly developing as a profession and as a core business practice in many organizations; however, all too often business analysis is still in its foundational stages.

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Most business analysts will never interview a CEO and many don’t understand how a company’s real objectives cascade down to the little bit of requirements they’re doing for a particular system.

How does my system fit into the company’s business strategy? What is my role in the big picture?

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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.

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"Enterprise Engineering" is a term coined in to reflect the third and final part of the concept of Information Resource Management (IRM) representing a triad of methodologies to design, develop, and control all of the resources needed to support the information requirements of an enterprise, be it a commercial or nonprofit endeavor.

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Many organisations hire external consultants with no experience of their business to shape strategies and propositions. In doing this, they are unconsciously ignoring internal resource with exactly the same skills but additional knowledge and experience of the business – namely their Business Analysts. BAs have a unique skillset, offering holistic insight, analysis and recommendations.

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I believe the Problem Pyramid™ provides the appropriate structure for guiding effective business analysis, both for initiating and carrying out projects, whether for what BABOK® v2 calls projects or for topics that truly fit within Enterprise Analysis.

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