There are three basic checkpoints the business analyst can facilitate to help ensure that he or she is on the right track. Two are informal, merely a get-together with other parties to review the situation and not fraught with the imprimatur of approval. The other is a more formal presentation. I’ll address each of the three checkpoints in this series.

“…The Analyst will [...] facilitate the identification, design and implementation of business and systems solutions in a rapidly growing and evolving business…”   What strategic initiatives might a business analyst as described above discover, and how will they deliver the “business and systems solutions” in today’s 21st Century competitive environment?
 

December ought to be a month of celebrations, but for managers it often isn’t. In many companies this is the time for the yearly performance appraisals. When top management is not trusting employees, and employees are not trusting top management, the middle manager is usually caught between a rock and a hard place. But they don’t have to be.

Leadership is like genius, it is one of those concepts that is recognizable when you observe it in action, but is otherwise somewhat difficult to define. And creative leadership is even harder to define because we haven’t been focusing on it in the context of business, unless we are talking about new product development. But creativity and innovation in the business world is not just about product innovation. 

... it became clear to me that it was time to revisit the core role a business analyst fulfills in an organization. In my experience thus far, well over 75% of the business analysts I know report through the IT side of their organization. Of the 25% that report through the business side, most have a primary responsibility that is outside of the typical business analysis role.

If you create only one view of the requirements, you must believe it. You have no other choice. If you develop multiple views, though, you can compare them to look for disconnects that reveal errors and different interpretations. There’s an old saying, variously attributed to the Swedish Army, the Swiss Army, the Norwegian Boy Scouts, a Scottish prayer, and a Scandinavian proverb: “When the map and the terrain disagree, believe the terrain.”

Does your requirements approach allow you to reliably identify blind alleys and showstoppers before your company invests large sums in modeling and software development? What’s missing? Most organizations do follow some project management approach. Do you find yours really helps in answering big-picture business questions?

Taking time to determine business requirements before launching into a new IT or process-based project is a critical component of good planning and protecting company assets. Clearly defining the current process, the problems that need to be focused on, and working with the people in the organization before beginning your project will allow for a much more streamlined process once you start, with better odds for success.

As I've had the honor and privilege of mentoring and coaching business analysts (BA’s) one of the areas that has been a challenge to some is moving from facilitating and eliciting face to face meetings to facilitating and eliciting virtual meetings. More and more BA’s are working remotely, work for companies who have global businesses as well as companies looking at very creative ways to cut cost which may result in having business analysts work from home.

The project involved updating a quote process and the technologies underpinning that process, this included dealing with an underwriting calculation, which was embedded partly in the legacy systems and, partly, in heavily manual processes. The project team could not determine how to unpick this calculation and provide a detailed specification to a 3rd party software house.

I was asked my opinion about whether I’d want project managers to focus on processes first or tools first. Without hesitation, my response was “I don’t really care whether project managers focus on process or tools first,as long as they don’t get in the way of our doing good business analysis!”

Employers are looking for critical thinking and an ability to adapt, invent, and reinvent; collaborate, create, and innovate; and an ability to leverage complexity to compete. Standout companies are using projects as the hotbed of creativity – so that means BAs and PMs have to step up their game. According to the 2011 CHAOS Report from The Standish Group, only 37% of projects delivered on time, on budget, with required features and functions.

Ron Ross and Gladys Lam have written an important book for the business analyst community. It aims to get business analysts out of the technology ghetto that many of us get stuck in. Regardless of the type of analyst you are, I think it would be worth your time to get your hands on and read this book. I’ll explain why below.

So many IT projects ultimately end in failure and are simply written off. Same old story, time and time again. Why is it so hard? Why can’t we figure out beforehand whether some solution will actually work once we roll it out? Most project management approaches and many IT methodologies include steps for building business cases and provide guidelines for project planning and estimating. What’s missing?

There’s an old fable about six blind men who encountered an elephant for the first time. Although they couldn’t see it, they wanted to learn what an elephant was like. Each of them touched a different part of the elephant.