Taking a long lens approach to looking at 2011 is an apt metaphor that should serve as a reminder to BAs of the perspective they need to take to in terms of both their professional development and their role in the organization. There’s no better time to take stock and strategize on how to best prepare for the opportunities and the challenges you’ll experience ahead.

When you are assigned a complex project that has a short timeframe (as often happens), it can be nerve wracking - I know this from experience. It's like driving a racing car - you have to push close to the limits but any error can throw you completely off the track.

How far can you take requirements elicitation in a project? Clearly, no one knows the ultimate answer. It would be very costly (if even possible) to capture all requirements, assumptions, rules, relationships, and hidden connections associated with a solution being built, so how do we know when we are done?

As I look back on the last nine years of my BA career, I realize just how well that initial reason for leaving the call center, that desire to make a difference for my customers, has served as a guiding light for me as a BA. Providing my customers with tools and processes that anticipate problems they may have has been a goal throughout my years as a BA.

Many IT professionals currently prefer the if-then form for expressing rules. Why? Put simply, it's closer to what they need for implementation, whether under a rule engine or a programming language. Consequently, they often resist expressions of rules from the business perspective as business people would naturally prefer them. But what effect does that have on the rules?

As business analysts, we know that a business process model is a crucial technique for transforming a business and redesigning automated business systems. Yet, we struggle with the best way to represent the business rules that guide it. This is not a surprise, but disappointing. Ironically, business rules may be the most important dimension of an enterprise. They are the core of business decisions and actions, whether automated or not. How do we treat them today?

Is documentation a blessing or a curse? If you’re working on an agile project does it get in the way? If you’re updating a core system that runs your company’s business, are you cursing the analyst who didn’t adequately document all the business functionality? Is today’s agile project tomorrow’s core system?

Many business analysts lack a clear strategy to improve their abilities and increase the value they deliver to their organizations. They don't spend any time considering performance goals and envisioning strategies to achieve them, and as a result, they miss opportunities to continue to evolve and grow their role and responsibilities over time.

Fortunately, there are some steps that any BA interested in becoming a star performer can take to close competence gaps and learn new behaviors and strategies capable of increasing their productivity and the quality of their work. In this article, I will address one of the most effective ones: setting clear and measurable performance goals, and finding opportunities to practice the related skills that can produce the desired performance improvement.

"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.

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.

Thousands of business analysts have turned to software visualization from as a strategy to simplify their jobs and cut through the confusion. With iRise, business analysts are empowered to quickly assemble a high-fidelity working preview of an application before development ever begins. These visualizations look and act just like the final product, creating an accurate visual model for what to build.

In many organizations, Centers of Excellence, PMOs (Program/Project Management Office) and PQA (Process & Quality Assurance) teams use a variety of manual techniques to vet documentation that are time consuming and manual; leaving room for unintentional mistakes, missed steps and delays in catching errors with regards to governance and best practices. In the spirit of delivering the project on time and under budget, many times these quality review processes are rushed and reduced to cursory checks. Like ensuring documents exist with the right naming convention, rather than reviewing the internal contents of documents and ensuring the contents are of high quality.

Almost every business analyst uses diagramming software in their arsenal of analysis tools. According to BABOK 2.0, an analyst’s traditional purpose in using diagramming tools is to “support the rapid drawing and documentation of a model, typically by providing a set of templates for a particular notation which are used to develop diagrams based on it.” Diagrams not only make requirements clearer to stakeholders through modeling, they help clarify an analyst’s thinking on a project through the process of their very creation.

Adoption of The Decision Model has escalated faster than anticipated. It also caught the attention of the Object Management Group (OMG) which is the subject of this month’s column. This column provides information to Modern Analyst readers regarding the OMG and its interest in decision models.

In a process improvement project, the analysis team needs to model and examine several aspects of the current (AS-IS) value chain under study. The purpose of the analysis is to create a visual diagram of the value chain along with its associated text and metrics and determine if there are possible areas of improvement (e.g., reductions in cost or time). If improvements are identified, the team constructs a modified value chain model (TO-BE) with the improvements and then conducts a gap analysis on how to transition to the new value chain. This article focuses on the analysis of the current value chain by providing a method for structuring the AS-IS and TO-BE process improvement discussion.