After doing business analysis in the tech industry for ten years, I’ve spent the last 2 years as a product manager. During this period, I’ve realized there’s more in common between the roles of IT business analyst and product manager than I had expected. On the other hand, there are also some aspects of the job that translate into valuable lessons for any BA interested in increasing the value they deliver to their organizations...
This article looks at practical experiences of implementing business rules using TDM and SAP from several angles, while also raising some of the questions which I find asked most frequently and insistently in my work, such as:
I’ve had the great pleasure of working through audits with the business I support over the last 2 years. It’s been a journey for sure and as regulators, internal audit teams and testing teams work to ensure that are processes are solid. First, let’s start with what does this word compliance mean? Compliance means conforming to a rule, such as a specification, policy, standard or law.
With 24-hours a day, unceasing news being forced in our ears and down our throats, with computers that blog, phones that text and everything that twitters, we have information rushing back and forth at us at speeds that can only be measured in nanoseconds. It is information on steroids and it can and often does get us in trouble[1]. Analyzing, corroborating, vetting and authenticating this rush of information, misinformation and hyperinformation are at times almost impossible.
More successful business analysts seek out feedback, face tense situations head-on, and actively pursue new challenges. While they don’t necessarily like to fail, they trust in their ability to bounce back so they choose the difficult over the simple. It’s not uncommon for a successful business analyst to need to navigate any of the following situations, with grace.
The question of efficiency in business analysis and, what is more, of potential obstacles that prevent an analyst from being efficient, has always been considered very important. It goes without saying that there are some more or less objective reasons that prevent analysis from being done properly... There are however some types of problems that are caused by not so obvious reasons.
The purpose of this article is to show the expansion of an existing Business Process Model and Notation (BPMN) model due to an increased interest in a partner’s processes. In a previous article, I developed a BPMN model on a home medical process associated with peritoneal dialysis. In that article, I modeled a process, Ship Dialysis Equipment, as a black box pool;
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