Business Analysis Planning (BABOK KA)

Nov 23, 2020
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Study after study in behavioral science show that certain approaches are more effective than others when we’re trying to convince others to see things our way.  Leaders in many industries, including the public sector, have learned the wisdom of using the latest evidence of what influences behavior and applying those insights to solve practical issues.  As a result, behavioral insights have now been successfully used to convince people to reduce their energy consumption, contribute a larger amount to their retirement fund, eat healthier food, and more.

Sep 07, 2020
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Business people call remote meetings virtual or on-line sessions, or simply conference calls. For many years we have been utilizing this form of communications to save time and money. Due to the global virus pandemic, remote meetings are now not just convenient, but a necessity for maintaining social distancing. Fortunately we have technology that assists us in managing these remote sessions to not only hear the stakeholders, but see them as well. However, remote stakeholder interviewing and meetings have their additional challenges beyond face-to-face encounters. Regardless of the technology used, we need to be keenly aware of these additional negative risks and pursue mitigations.

Aug 30, 2020
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In the computer age, we’ve limped along literally for a human lifetime without blueprints for business knowledge and the vocabulary used to communicate it. How well is that working out?

If you have any doubt, do a quick internet search on all the problems associated with ‘data quality’ and their costs. Or look at the still dismal success rates of IT projects. Or consider how much sharper your decisions could be if the data were better.

A business knowledge blueprint, whose core component is a concept model, permits you to deeply analyze your concepts, your vocabulary, and your business knowledge. In this post, Ron explains all the critical reasons you need that blueprint.

Aug 09, 2020
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It is strange how something that is supposed to be simple is actually so complex.  Something that is supposed to be a matter of linear career progression can actually end up in a state of a continuous loop, with no way of terminating such a loop.  A point of stagnation and frustration. This is a quandary facing many intermediate business analysts. They do not know how to shift gears and move one notch up and be senior business analysts - who play a strategic role in helping their business stakeholders bring their strategies to life through the right initiatives.

Aug 18, 2019
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Are you a Business Analyst (BA) wondering what User Experience (UX) Design is all about and how your involvement in a design project is likely to impact your usual role? If so, I’ve also been pondering the same question for some time.
May 19, 2019
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I like to compare a business analyst to an architect. While the architect asks questions about design, budget, and personal preferences of a person who wants to build a house; similarly, the business analyst interacts with business owners to know and understand their needs.   A business analyst also produces requirements which clearly state the needs of a business and ensures that those align with its business processes, just as an architect would draw up plans and have an agreement with the owner before reaching out to builders.

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Sometimes I find it difficult to explore new pieces of work in a structured way. When given a new challenge / piece of work it’s easy to jump straight into a solution. However as BAs we first need to understand the problem area better.
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One of my former business analysts on the team asked me this question recently; ‘I am really over being a BA. How do I move into strategy?’ I got to the realization that she was associating ‘strategy’ with a job title which consists of certain tasks.  In my view, it appears as if for some business analysts, before becoming strategic, they have to be given a title ‘Strategic Business Analyst’. This I believe is the mystery that surrounds ‘strategy’ and ‘strategic thinking’, making it appear as a destination to reach, at some point.

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Every profession in a sophisticated business structure has a certain mission attached to it. This mission includes the job duties and deliverables, but that’s not all.

The only way to really encapsulate the essence of what the profession of a business analyst is all about is to understand the Business Analyst Mission. In other words, the Business Analyst Mission is definitive of the value created by business analysts.

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In a classic business analyst universe, requirements are the soul of all the work a business analyst does. If a business analyst fails to identify and translate the right requirements, they’re out of a job. This is the reason why a successful business analyst is always good at requirements handling/management process. What makes requirements...
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In order for any project or initiative to be successful, an agreed upon business need must be determined. This need may present itself as a problem or an opportunity. Business Analysts must be able to guide the business in articulating which of these is the catalyst for the initiative prior to starting any BA work. Projects without a clearly defined business need get drawn out due to issues such as increased stakeholder conflict, poorly defined requirements, and excessive rework. So, to save you some pain and effort, below are some reasons why defining the business need is a critical starting point for any organizational change.

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Chaos! Stress! Everyday mess! Isn’t this an everyday situation for a business analyst? If not, either you’ve job satisfaction or you’re not being introduced to the real world of business analysis.

A person might possess great skills, however, (s)he might not be able to utilize skills without the right mix of tools and environment. A toolbox enables a person to implement the skills in the most efficient way. Possessing necessary tools is just the one part of it. Another is the knowledge to utilize the right tools at the right time to cater the solution and ensure timely committed delivery.

What are these tools? How do we map the usage of tools to the given circumstance? How can we efficiently utilize the tool? Does it depend on the solution or the approach?

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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

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The purpose of this article is to explore feature files. Feature files are documents that contain those Gherkin scenarios & requirements – they can be very useful to teams working on BDD projects. Feature files may be a key deliverable for BAs.  Feature files are where BAs store requirements & can create the bridge between requirements and automated tests (more on that later).

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The paradigm shift towards agile and lean product development has brought collaboration between large cross-functional team in the spotlight. The existing literature is already mature explaining clearly how benefits can be reaped fast by executing a clean transition to agile delivery by enhancing the performance of the new cross-functional teams. However, in parallel, the time spent in endless meetings by product owners, business analysts, engineers, product managers and many others involved in the product creation, has grown exponentially. This leaves key product people with little or no time to do the critical activities they are employed for.
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Study after study in behavioral science show that certain approaches are more effective than others when we’re trying to convince others to see ...





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