"You teach best what you most need to learn". I love this quote by Richard Bach and firmly believe in it. It is the teacher or trainer who needs to keep himself or herself updated and learning so that one can give back the best. As BABOK® also has identified, a business analyst needs to have and develop teaching skills as well.

There’s so much buzz and interest about concept models these days, we asked Ron to summarize what they are, who they’re for, and why you need them. Here’s his response, short and readable. He’ll also touches on how you can get started, and where to find more information.

A business event is something that happens, and when it happens it causes a pre-planned response by the business, or as we shall call it here, “the work”. One category of business events are the things that happen inside an adjacent system. The work is made aware that the business event has happened because each happening produces a flow of data to the work. A business event is a significant happening – it is not just a mouse click. It is often a request for a service that your business provides, and the outcome is the provision of the service or product.

Writing functional specifications as a business analyst (BA) in an agile ecosystem is a challenge of a different kind. You no longer have the luxury of time (unlike bigger waterfall projects). You no longer can be sure with a specification version as the final document (because of the iterative philosophy). You are not sure how comprehensive the functional specification should be (Agile manifesto: working software over comprehensive documentation).

Have you ever imagined a situation wherein your vocabulary is missing all of a sudden? What would happen if words weren’t there? Or our vocabulary shrank like ‘Honey I Shrunk the Kids’?

Next to silence, words are a very important part of our conversations :-). When it comes to Business Analysis, there are many challenges around definitions. The project Glossary should contain all key business terms. It is such a straight forward thing but we may assume those things. We may put a little less emphasis on creating a rich project Glossary. Let us zoom in a bit into the common challenges of glossaries and also discuss how to overcome them.

This article discusses extensions to commercially-available requirements management (RM) and application lifecycle management (ALM) tools. These extensions are intended to support the concepts presented in the Requirements In Context (RIC) series of articles. End-to-end requirement examples based on those concepts can be seen in the Trips-R-You Web-based Flight Reservation System Case Study... All RM/ALM tools, ‘out of the box’, should support the concept of Requirement. The typical form of support involves a textual requirement Description, accompanied by properties such as Priority and Status. It’s left to users of the tool to manage the description content (and quality).

Someone recently asked me “What does a typical day for a Business Analyst look like?” and my response was that if you do find someone who can articulately answer that question, they are probably a very good Business Analyst to start with. No two days look the same in this profession. A person in this role must have many facets to their personality in order for them to be a confident and a strong Business Analyst. I really like the business analysis profession because there are multiple dimensions to the various roles we may be asked to fulfil.

Being a Business Analyst has largely shaped my career and it has also played a big part in shaping my personality. What’s it about this role that has the potential to make a professional grow into a strong and a confident character? The purpose of this article is to talk about these aspects and show how a Business Analyst can use these aspects to their advantage to not only become the best Business Analyst that they can be but also to be a strong and confident personality that will help them at any turn of life; professional or personal.

Agile projects, due to the short cycles of delivery, require a collaborative team, substantial leadership support, and a robust, agile culture to be in place to be called as working and successful.

The two key pillars for a successful agile project are the product owner and the business analyst.

The product owner works almost like the director of a movie, envisioning the macro and micro-level details for the product. At the same time, the business analyst ensures smooth execution of the sprint and manages the epics and stories' details.

Dynamic shifts in consumer behaviour prompted organizations to gain a deeper and faster understanding of their data to guide decision making and, in some sectors, accelerated digital transformations. In particular, IIBA has identified some key areas where business analysis has developed a critical voice in response to the rapidly changing landscape. That voice and the impact business analysis professionals will continue to provide will play an important role in helping organizations navigate trends, uncertainty, and opportunities in 2021.

The intention of this article is to identify and specify the artifacts listed in the BABOK. These artifacts are listed within the Outputs section of the BABOK tasks. Outputs are described by a paragraph of text within each task. In this article I attempted to expand on these descriptions by adding detail to their content.

It is assumed that each activity produces a tangible output^[2] which is consistent with the layout of the BABOK. Those outputs are classed as artifacts with attributes. Each artifact’s attribute description is taken from the element description of the tasks that output that artifact. The BABOK element descriptions provide guidelines for activity that produces the attribute, without necessarily defining the information contained in the attribute.That information has been derived from the element description.

Artifacts are derived from the BABOK Output sections. Artifact attributes are derived from the BABOK Element sections. A useful addition to the BABOK might be examples or templates of the outputs.

Despite the lack of consensus on the definition of data science, many organizations already have a data science team. And even in companies without data scientists, sooner or later business analysts will join a software or process improvement initiative with a machine learning or AI component. When that happens, good understanding of what data science is (and isn’t) can make a big difference in a BA’s ability to create value.

The Pandemic hit us suddenly and yes it came without any notice to our lives as a transient thing but became the new normal way of life. Some of us were initially worried thinking about what lies ahead, some were shocked, some found pleasure being relieved from the daily commute, time on the road, and traffic jams. With the COVID 19 pandemic hitting us globally, organizations have embraced remote working as the new way for 2020, and some have announced it for 2021 also.

 Not every manager is convinced that his team needs to do a better job on requirements development and management or that such an investment will pay off. Numerous industry studies, however, indicate that requirements issues are a pervasive cause of project distress. Let’s see why investing in better requirements is a smart business decision for any organization.

Consider the situation where you are the business analyst who is planning project work according to the BABOK guidelines. The project manager wants to plan their time spent on business analysis activities. You produce a report of the BABOK that shows tasks that the project manager is expected to contribute to.

This article describes an analysis I performed of the Business Analysis Body Of Knowledge v3 (BABOK). The result of this analysis is a model contained in the Visual Paradigm modeling tool. This model captures 461 pages of the BABOK, from the Business Analysis Key Concepts chapter through to the end of the Techniques To Tasks Mapping chapter.

Is there a hidden pitfall in your business analysis efforts? Could unconscious bias be reducing your effectiveness as a business analyst?  Consider a meeting when someone from a different cultural background is quiet throughout the meeting.  We can easily favor more talkative participants and overlook the individual’s contributions in the process.