This simple activity was priceless in showing what you get when asking a group of BAs what may seem like a few simple, straight forward questions. And this all ties into the BA Mindset.

So what is the BA Mindset? It’s one thing to do business analysis activities, it’s another to THINK like a business analyst.

Let’s dive into what it is to be a business analyst and how the BA mindset fits into that.

In the intricate world of business analysis, understanding the complex interactions between various economic agents is crucial for making informed decisions. One tool that plays a pivotal role in comprehending these interactions is the Circular Flow Diagram or CFD. Originating from the field of economics, this visual representation has found its way into the toolkit of business analysts, offering a holistic view of how money, goods, and services circulate within a vertical industry or within an organization. In this article, we delve into the essence of the Circular Flow Diagram and explore its applications in the realm of business and systems analysis.

 Quality must be built into the product during design, not inspected in afterwards. Beyond the mechanics of quality though, people must learn to care about the work products they are charged to produce.  Quality requires both discipline and a conscientious work force. You cannot have one without the other.

As a business analyst, my journey unfolds with the same dynamic tension that propels the cat-and-mouse chase in this biographical film. Like Abagnale, I navigate through the intricate web of corporate challenges, constantly adapting and problem-solving in a landscape where the unexpected becomes the norm. The whispers of a business analyst form a subtle symphony, weaving through the complexities of uncharted territories, inviting stakeholders to join the pursuit of solutions, all while mastering the art of capturing elusive answers in the corporate labyrinth. So, in this enigmatic dance of analysis and innovation, the question remains — can you catch me if you can?

Achieving an equilibrium between the desire to produce more functionality and quality requirements is a challenge in most software development projects. Functional requirements are often in the spotlight because of their tangible impact on user experience and business value. But quality requirements silently underpin a system’s reliability, security, and robustness. In this article, we delve into the critical role played by quality requirements and the tension most software projects experience in managing these two types of requirements. Navigating the tension between functionality and quality is a challenge. The allure of visible functionality often overshadows quality attributes, leading to the unintentional neglect of quality requirements. This imbalance can result in costly consequences, including operational disruptions, post-release fixes, and damage to an organization’s reputation that may be caused by a security breach or a custom data privacy leak. To address this challenge, organizations must empower their technical teams to influence project priorities and actively participate in shaping product quality.

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.

The Unique Competing Space (UCS) is a macro-level strategy visualisation framework. It enables teams to understand the broader scope of customer needs, evaluate how well their offerings are meeting customer needs, and evaluate how well their competition is also meeting these needs.  The UCS can easily be one of the tools in a firm or team’s arsenal for probing and situating “…the firm’s strategic position in its greater competitive context”.

In the realm of business analysis, Flow is not a mere luxury but a powerful tool for achieving excellence. By understanding the principles of Flow and implementing strategies to cultivate it, business analysts can unlock their full potential, leading to more innovative problem-solving, enhanced stakeholder engagement, and increased productivity. Flow is the secret sauce that can turn the intricate dance of business analysis into a harmonious symphony of success. So, embrace the Flow, and let your business analysis endeavors reach new heights.

Business Analysis is an ever-growing profession. However, with the glitz and glamor comes  some not so shiny aspects of being a business analyst.   Listing few challenges which I have personally faced...
 

DevOps emphasizes rapid development, continuous integration, and automation, which presents a unique challenge in terms of aligning it with the often more structured and linear process of requirements gathering and documentation. This article discuss this tension between two paradigms and how to harmonize them. In this article, we explore the challenges of harmonizing traditional requirements engineering practices with the dynamic nature of DevOps. By embracing open collaboration, continuous feedback, adaptability, and traceability, DevOps teams can navigate these challenges and pave the way for seamless integration. In the context of DevOps, requirements cannot be static artifacts; they become living entities that evolve in tandem with the software. This article is a reflection on the challenges of integrating RE in DevOps and an exploration of avenues to achieve seamless integration.

Artificial Intelligence is no more a buzzword, and it has been making waves in the tech industry. We are experiencing AI in our day-to-day life in the form of chatbots, Voice assistants in serving customers' requests, forecasting market trends, detecting possible future ailments, and much more. In recent years, businesses have begun adopting AI to improve their operations and gain a competitive edge. But what does this mean for business analysts and BA jobs? With the rise of AI, will Business Analysts become obsolete, or will it create new opportunities? Let's dive into how artificial intelligence affects business analysis and explore what the future holds for those in this field.