Many BAs struggle to produce ‘normalized’, function-independent data models (or don’t produce them at all). Very few business stakeholders can appreciate such models as “… a picture worth a thousand words.” This article describes an easy-to-create, simple-to-understand view data model. The view is of just those records involved in an information system capability supporting a specific business activity.

NOTE: This article uses the business-friendly terms record and field rather than the usual data modeling terms entity (or class) and attribute.

A crisis always highlights the need for specific managerial and leadership Behaviors (Behavioral School of Leadership). These behaviors of course are triggered by specific personal characteristics of the leader (Leadership Trait Paradigm), by the specific conditions (Leadership Contingency Theory) and by the willingness and devote of individual in continues practicing these behaviors any possible occasion. Although it is my intention to approach the leadership from a behavioral point of view, a synthesizing and integrating logic is more than necessary to have a holistic view that can lead to insightful conclusions.

In this fun piece, Ron examines the connection between rules and counts, such as KPIs. Ever wonder why different people can count the very same things and come up with different answers? Fear the numbers you’re going by aren’t telling exactly the right stories? In viewing a measure, how far the truth might have been stretched? Come along on this short travel story and let’s explore the matter together.

Learning how to become an effective people manager can be difficult. Becoming a manager of business analysis resources has some unique challenges, but I hope to make it easier for you by sharing some advice based on my experience managing three different business analysis teams in three different organizations.  There are two ways people become business analysis managers; from having a lot of business analysis experience or being a people manager and transitioning to leading a business analysis team.  

In my experience while working for different companies, I have seen that some organisations are learning to be agile while some pretend to be agile and others are not agile at all. While we are not here to talk about the last category (assuming they have a very good reason for not wanting to go agile), I would like to put down some challenges for organisations who are on their journey to becoming agile and for those who think they are agile but are possibly not. In this article, I am going to talk about my understanding of the plausible reasons why some organisations struggle to make it.