In a series of conversations, Kevin Brennan and I discussed the new role of the business analyst and what the future holds for people who build careers in this field. To structure our conversation, we articulated a central idea or axiom and then defined four key propositions that flow from that axiom. Presented below are that axiom and our thoughts related to the four key propositions.

In this final paper of the series we look at decision making techniques – how to select the best idea from the many we’ve come up with – and how to justify our recommendation to our client, manager and peers.
 

In agile projects, you deliver the product in a series of successive and sensibly staged releases. Each release represents the culmination of a series of requirements decisions... One of your biggest challenges is ongoing-how to group and sequence requirements for optimal delivery. Let's take a look at adapting requirements workshops to meet that challenge.

Whether you’ve never heard of business rules or you are a business rules guru, you need to understand that business rules need to be a first-class citizen of the requirements world. In this interview, Ronald G. Ross, recognized as the “father of business rules,” shares his wisdom on business rules and what every business analyst needs to know about decisioning and business rules.
 

I have been in the business analysis profession for many years and the one thing I have constantly had to challenge myself on is leading without really leading, or what I call leading from the side. As a business analyst, many times we are not in a position of authority yet we have to have significant leadership skills to be successful.

Last month's column introduced a missing model for business analysts. The Decision Model is a normalized rigorous model for business logic like the Relational Model is for data. "Business logic is simply a set of business rules represented as atomic elements of conditions leading to conclusions. As such, business logic represents business thinking about the way important business decisions are made."

The purpose of this article is to assist the business analyst engaged in the elicitation of stakeholder requirements. The key to any successful elicitation is asking the right questions whether it be in interviews or a facilitation session. Although the right questions are dependent on the solution scope, there are generic questions that the business analyst can use to start the elicitation regardless of the solution scope. The author begins the article using a mind map to capture keywords of generic questions and then provides a list of generic questions drawn from that map of which specific solution scope questions can be added by the business analyst.

The CBAP® (Certified Business Analysis Professional) certification was begun in late 2006 to screen, test, and certify qualified and knowledgeable BAs. We now number over 600 CBAPs around the world, with more being added every week. For people dedicated to the field of business analysis, the CBAP is becoming the "gold standard"of our profession, much like the PMP® is for project management.

There has been much talk about the expansion of BA responsibilities, with business analysts being expected, in many organizations, not only to elicit and manage requirements, but also to perform project management, risk assessment, budgeting and other activities involved in delivering software solutions. As organizations become more environmentally conscious, yet another dimension is added to the BA work...

As a business analyst, you are a problem solver. You are skilled at tailoring an approach to a business situation with different kinds of models.  However, until now, you are missing one. Worthy of its own model, there is an important dimension left behind.  It lies buried, capable of wreaking havoc.