One of the Sidebars to the Business Agility Manifesto introduces the notion of Reconfiguration Agility. It’s a fundamental capability your organization needs in the Knowledge Age. What’s it about?  In the big scheme of things, you have two basic choices for conceiving, and ultimately implementing, business capabilities: procedural or declarative. They are fundamentally different.  Traditionally, the vast majority of business systems have been modeled and constructed on a largely procedural basis – virtually all things tied together step-by-step in processes. Unfortunately, that procedural approach simply doesn’t scale.

With the help of visualization tools, data can be converted easily to more accessible form hence making it much simpler to understand. Data Visualization is available for both developers and for presentation ensuring ease of work for both.

First of all, let’s get this out of the way. Gamestorming is not new. Gamestorming is a collection of ‘games’ put together under the banner of ‘gamestorming’. As a business analyst (BA) I can assure you there will be many games in the book and on the website, that you have used in your role under different guises. 

Dave Gray (co-author of ‘gamestorming’) put it best when he described himself and his fellow authors as the Grimms brothers. The Grimms brothers, if you are not familiar with them- they brought together different fairy tales and published them in a book.

One of my former business analysts on the team asked me this question recently; ‘I am really over being a BA. How do I move into strategy?’ I got to the realization that she was associating ‘strategy’ with a job title which consists of certain tasks.  In my view, it appears as if for some business analysts, before becoming strategic, they have to be given a title ‘Strategic Business Analyst’. This I believe is the mystery that surrounds ‘strategy’ and ‘strategic thinking’, making it appear as a destination to reach, at some point.

Every profession in a sophisticated business structure has a certain mission attached to it. This mission includes the job duties and deliverables, but that’s not all.

The only way to really encapsulate the essence of what the profession of a business analyst is all about is to understand the Business Analyst Mission. In other words, the Business Analyst Mission is definitive of the value created by business analysts.

One of the Sidebars to the Business Agility Manifesto unabashedly indicts the software industry for its long-standing failure to provide direct support for obligations, an obvious and fundamental aspect of real-life business activity.

Where can you find obligations in business? Virtually everywhere you look: acts, laws, statutes, regulations, contracts, MOUs, agreements, terms & conditions, deals, bids, deeds of sale, warranties, guarantees, prospectuses, licenses, citations, certifications, notices – and of course, business policies.

Direct support for obligations is a fundamental capability your organization needs in the Knowledge Age. What’s it about?

Most of us are well aware of the problem of organizational silos and non-integrated applications and channels. The question is how can we plan to eliminate them?   The notion of a value chain is to take a 10,000-foot view of the business based on how value is created incrementally toward final delivery of products to end-customers. In other words, a value chain model looks holistically at the value-adding capabilities of an organization end-to-end, irrespective of organization lines of responsibility or existing functional activities.

The relationship between a business analyst and the stakeholders is one of the fundamentals to the journey of delivery. If the relationship is dysfunctional, the process of delivering the solution will be negatively impacted... Each one of us is blessed with a different personality that makes us unique. In the case of business analysts, personality plays an important role, thus making it a key to survival. Business analysts are adaptive survivors. It is imperative that every impacted stakeholder is engaged and collaborating. It's fundamental to a robust requirements analysis process. Having mentioned the need to bond with your stakeholders, let’s see what skills are needed to be a successful business analyst.

Decisions are at the heart of every business transaction. That’s why it is crucial to make the right decision at the right moment in time. In high turnover environments this can be an issue, as new staff need constant monitoring as they ‘learn the ropes’. This can lead to a significant deficit in efficiency and customer satisfaction.

To counter this problem, we advocate what we call a ‘Decision-Centric Approach’, which is designed to address the business challenge by enabling innovative technology in those crucial ‘moments of truth’

What do you put down in non-functional requirements when you are documenting requirements in your project? When we say non-functional we typically mean those requirements that are not related to functionality of the system, then what exactly are these and why do we need them.

There are a small number of core concepts that can be said to embody the essence of an enterprise. This article asserts that one such concept is the business algorithm, the unique combination of business logic, algebra, and rules that is used by the enterprise to convert real world data and events into useful outcomes that benefit all stakeholders – giving rise to happy customers, prosperous proprietors, and fulfilled staff! ... The business algorithm is a unique and fundamentally important concept that no enterprise can function without. There are other aspects of the enterprise like brand or culture that may also claim to be ‘of the essence’, but the business algorithm is the only such concept that has a formal existence inside computer systems. The business algorithm is like the soul of the enterprise, uniquely defining the enterprise and giving it life via its systems. As such it has a unique claim to relevance as a first-order systems requirements artifact.

Project statistics state that most project rework/failure is due to incomplete/improper/unclear requirements, hence the role the Business Analyst becomes even more critical as they shoulder a huge responsibility of eliciting and collaborating with the stakeholders to obtain clear, concise and complete requirements.  The elicitation and collaboration knowledge area focuses on drawing forth or receiving information from stakeholders and other sources by directly interacting with stakeholders, researching topics, experimenting or simply being handed information.

Many professionals and organizations understand the value of a business analyst (BA), however, the role itself is still ambiguous to many. There are numerous articles and resources that outline business analysis and the general role of a BA so I won’t be focusing on those aspects. Every organization and industry is unique therefore the needs and expectations for a business analyst can vary greatly. However, there are a few core competencies that remain consistent. The goal of this article is to give BA practitioners (especially new practitioners) an approach to determine what their specific organization expects from them in order to get on the path of success throughout their career. Below are some steps you can take to define your role in the organization you serve.