Most professionals in project management understand that in order to successfully approach a project, the problem statement must be clearly defined. The problem is that many practitioners treat problems and opportunities interchangeably when developing Business Cases and Project Charters. Understanding the difference between problems and opportunities is critical to selecting the optimal approach any project. 

In a large firm, a business analyst (BA) organization makes an effort to identify, analyze and provide a solution to the above questions. A BA organization is a prime pillar in optimizing resources to provide maximum value out of it to the business.

A BA organization consists of business analysts in various roles like Product Manager, Program Manager, Project Manager, Business Analyst, Business Systems Analyst, Business Systems Consultant, Business Process Analyst etc.  The prime objective is to analyze business to maximize value addition.

To understand more about the BA organization, it is important to understand what is business analysis

A benefit that I see of moving away from terms like enterprise analysis and strategy analysis is that removing this division between “flavors” of business analysis helps us see more clearly how BA activities can add value at all levels of the organization. Whether we’re making project portfolio recommendations or specifying a tiny software feature, the purpose is the same: help stakeholders clarify the real business need and determine the best solution to address it.

Scope change and frequent requirement modifications impact projects execution. Unpredicted changes that occur outside project planning are all encompassed by the concept of volatility. Lack and insufficient predictability of change creates volatile dynamics that impact execution and project’s deliverables. Endeavours with objectives to find and develop solutions suffer most from volatility, a phenomenon that directly correlate to the volatility degree. Although little control can be exercised on volatility, some instances can be managed or averted. However, the level of uncertainty exerts great influence on the overall volatility of the project.

Quality and service used to be considered paramount in this country. If it wasn't just right, you were expected to do it over again until you got it right. We cared about what we produced because it was a reflection of our personal character and integrity. But somewhere along the line we lost our way and craftsmanship has fallen by the wayside. Why? Probably because we no longer care.

This post describes my transition from working as a BA in a large, public sector organisation to an IT consultancy, the challenges I faced and some helpful tips if you find your BA career at a bit of a crossroads.  Are you, or have you been in a situation where you feel that your career as a BA is a bit ‘on hold’? 

When speaking to a business analyst on a busy project, I am often told that ‘at the end of a working day, I feel like I have achieved nothing’. Even, though we may feel like that but when looking back on the day you will see that you have probably carried out invisible work. Invisible work is a concept that is frowned upon within the agile world but it is something that we are all guilty of doing. In this post, we look at what the key blockers, which can slow your workflow and why working in visually will help you overcome these blockers. By making your work visible you can reduce the amount of time you waste in a day and be able to do things that you like to do.

I want to pursue a career in the Business Analysis field. I am very excited about it, and keen to pursue further. But, I am in a different role and I don’t have prior experience in BA field. How do I switch over to BA role? All the BA jobs require prior experience. How do I make the transition? Will any certification help me for the transition? How do I solve this? All the certifications have prior experience eligibility criteria. I am in a fix–what should I do to make my dream true? Can anyone help?”

Does this sound like you?

Naturally, us Business Analysts are facilitators, whether we're running workshops or holding stakeholder meetings, we're always the ones engaging with people. And it should really be no different for the running of a Design Sprint; use your best facilitating skills to lead the Design Sprint and make it a really good week for everyone involved! In addition to hosting over the five days, you should consider yourself responsible for reporting on the outcomes of the week to stakeholders, this will include making a decision on what to suggest taking forward as an idea and what should simply be forgotten about.

The success of process improvement projects is greatly influenced by good planning for gathering requirements or user stories. Part of the planning is identifying which of the analysis techniques will be effective for the elicitation of business needs with stakeholders. One objective for these techniques is to enhance project team collaboration by establishing a common understanding of the business process, thus providing a knowledge basis for developing changes. This article explores using job task instructions as an analysis technique for supporting project team collaboration by providing a platform to keep team members informed with the decisions on workplace changes.

It looked like it would be a while before I would get to see Doctor BA I was on assignment in Singapore and Doctor BA was somewhere in the Alps. So as not to lose touch with him, I asked him some of the questions I received using email. Doctor BA didn’t use Twitter which he said was “for the birds”. I didn’t want to argue the point.

Efficient and smooth workflow practices are believed to be accomplished through Agile methodologies with an emphasis on flexibility and rigor to optimize utilization of resources. Two popular implementations of Agile are Scrum and Kanban. In would be fitting to compare and analyze these processes, in an attempt to understand the dynamics behind their respective methodologies.

In at the deep end So, you’ve just heard you’re going to be the Business Analyst on an Agile team that’s going in to a Discovery and it’s your first one.  For my first Discovery, it was daunting let me tell you. I already knew quite a few tools and techniques a BA should use during the lifecycle of a project, but wha...

Customers are demanding better service and they know they can get it and BAs have a duty to provide it through Lean Business Analysis (LBA). Not because customers see better service from a business’s competitors. But because they get it from all the other companies they interact with in their daily lives as consumers of Uber and Apple and Amazon and Netlfix and many more. They don’t care that one company is a bank and Uber’s an app.

I understand that the business analyst does not have the authority to make decisions about the project or the product, but the business analyst does make decisions. What are the decisions that a business analyst has to make throughout the solution life cycle?