A lot of people think that coming up with solutions to business problems is the hardest part about being a business analyst – particularly when working with a client who knows more about the business than you ever will. Don’t believe it, after all you’ve already made considerable progress in understanding the problem – and your understanding is based on level-headed analysis rather than a potentially emotional interpretation by your client.

Now it’s time to look for solutions – to be creative and think outside the square. In this paper we’ll offer a few tips and techniques for getting the creative juices flowing. We’ll show you that anyone can be creative and that solutions can come from the most unexpected places – you don’t have to be a subject matter expert to come up with valid, workable solutions to business problems.

Like all professions, business analysis has its golden rules – rules that are fundamental to the design of successful business systems. They might seem like common sense but it’s surprising how often we forget them and get ourselves into hot water.

Where application development is concerned, the ability to produce great code is just one small component of overall success. Just as essential is the ability for the developers to clearly grasp the business requirement – and deliver against an accurate functional specification.

Nick McKenzie, technical director at nVisionIT, notes that the process for the creation of an application is not always clearly understood. “From the business owner, to the user, to the developer, there are different perspectives and different expectations at play. As requirements pass through this chain, inconsistencies or assumptions can be introduced which can derail this process.”
 

Agile is here, and it's coming soon to an organization near you-if it's not already there. As a business analyst, are you ready to make the transition to this value-centered development approach? How will your role change? What will you do differently? What will you actually do as part of an agile team? What agile analysis practices might you adapt if you're working on a traditional (waterfall-style) project?

In short, how can you make yourself more valuable to your agile team and organization using your business analysis skills and abilities?
 

Understanding why BA CoPs fail is an essential part of strategic planning. If you can identify the gaps in your own organization, you will be in a much better position to put a plan in place to "Mind the Gap."  This article will look at 10 common reasons why BA CoPs fail.
 

Business analysis is an important aspect of agile software development projects, but the agile approach is significantly different than the traditional, serial approach of yesteryear. Because the agile approach to business analysis is different the approach to requirements specification is also different, for many traditionalists this will prove to be a significant cultural shock to them at first. In this article I briefly overview how business analysis activities fit into an agile approach, question some of the dogma around documentation within the traditional community, summarize some of the evidence showing that agile approaches are more effective in practice than traditional approaches, and end with strategies for specifying requirements on an agile project.

Like any other religion, sorry architecture, SOA has its own language and meanings for the terms it uses. Unfortunately, some of these words can be very confusing, none more than the term "service". So here is a bluffer's guide to understanding and conversing in SOA-speak.

It's a sad topic, but it is reality. When a world wide pandemic, like the current swine flu hits, business suffers.  Obvious economic issues come to mind, but what often slips the mind is what affects us even more. The interruption of normal business processes.
 

No matter what requirements gathering process you subscribe to-waterfall, unified, or another approach-your discovery will be markedly easier if you can identify the right subject matter experts from the beginning. Whether they exist inside or outside your organization, people who intimately know your project's product or service, its actors, and its building tools will help you create more inclusive requirements, identify your unknowns, and grow in your own knowledge of the industry.

Part 1 of this series examined the components a Business Analysis Community of Practice should optimally include. This article sets out the first four steps that must be taken in order to establish a successful BA CoP.

Getting your CBAP certification is a worthwhile and rewarding experience. True, it can be frustrating at times, but the IIBA has improved the process with their online application. Entering your information through the web site takes much of the drudgery out of the steps, but the requirements are still rigorous. If you plan to apply for the version 1.6 exam, plan to apply by June 1 to be certain of meeting their deadline. If there are any delays or questions in processing your application, you will have enough time to resolve them and schedule your exam before the deadline. Good luck in getting your CBAP!

IIBA, CBAP, and BABOK are registered trademarks of the International Institute of Business Analysis.

Wyeth CIO Jeffrey Keisling explains how working with the business on IT staffing helps promote IT-business alignment.  He also outlines the two areas of hiring focus: business analysis and business process.

The path to building great software goes through requirements management. It’s easy to forget some times, but the world relies on great software.  Software is everywhere. Whether you’re building a revenue-generating product or an internal system, your company’s overall success largely relies on your software team’s success.

It’s commonly agreed that it’s good to floss, eat plenty of fruit and have a Business Analysis Community of Practice. So why is there no common industry definition of what a BA CoP is, what it does, and how to protect it from “cost-saving” initiatives?

In this SOA article I would like to begin by defining what SOA is and what you need to know about it. In future articles, I will explore some of the challenges and benefits of SOA to the analyst community. Let’s start off with a definition of SOA. You can, of course, look at a number of definitions of SOA on the Web, but you will find them confusing and contradictory as there are a number of views on this ranging from SOA is everything, to SOA is just Web Services, neither of which is true.