Whether you are pursuing a career as a Business Analyst, want to earn your CBAP® certification or are interested in training in Business Analysis, IIL has got the right course for you. Please click here http://www.iil.com/ba/
You already know him as a Business Analysis trainer, blogger, and all-around expert. Now get to know Steven Blais as an author!
Filmed at Rizzoli’s Bookstore in New York City, Blais reads from his book, Business Analysis: Best Practices for Success, recalling the former “no man’s land” between IT and business—and how Business Analysis became the needed solution.
Business Analysis Best Practices for Success: provides a complete description of the value of business analysis in solving business problems. Steve Blais has provided a must have guide filled with tips, tricks, techniques, and tactics to help execute the process in the face of sometimes overwhelming political or social obstacles, this guide is also filled with real world stories from the author’s more than thirty years of experience working as a business analyst.
The process of analyzing requirements will call for the modeling of the information you collect from your group of stakeholders. Business Analyst are often torn with what to include in the model and how much details to include in the model that they build. In our Business Process Modeling Class (3 day course) at International Institute for Learning, we ask small groups of people to diagram the process of going out to lunch from your office. The scenario is vague and is meant to be that way for the exercise. Here are a few of the models that we have gotten from a few classes:
When looking at the models, they all seem to be logical and make sense. What is missing in these models? Are they good representations of the process? Are they accurate? And are they clear and well understood? Because of the simplicity of the process, these models are not difficult to develop. What is missing from these models? They all use different symbols to describe the process. Some things are very similar, and some contain more emphasis on certain aspects of the process.
Which one do you think is the best? This question is a very difficult one to answer or almost impossible to answer. What we need to know is the purpose of the model? How will we use this model to aid in the understanding of a problem, communicating the process, or providing clarity on the possible solutions?
Here are some guidelines and tips to follow when creating models:
When you develop a model, always model with a purpose
When you create a model, model what you know
In creating a model always model only what you know
As you build a model, keep the model simple
When creating a model, use a standard modeling language (UML, BPMN, etc)
Always model with a purpose. Business Process Modeling is a form of communication that will help the Business Analyst communicate with the relevant stakeholders about the process on which they are working. A picture will facilitate discussion among diverse groups of people. A picture will help to minimize ambiguity, help clarify the scope, and will provide a basis of consensus that is difficult to achieve using other methods and approaches. Whenever you model, consider that it is both an art and science that when properly combined provide the basis for problem identification, solution identification validation, and verification. You should have a good reason for your model.
TORONTO, Nov. 12, 2013 /PRNewswire/ – International Institute of Business Analysis (IIBA) continues to aggressively expand its global reach by making available multiple translations of the seminal reference work for the profession and its certification exams.
Kevin Brennan, Executive Vice President of IIBA® says, “In our global economy, it is critical to the development of the business analysis profession to find consensus on the uses and common translations of key terminology.” Most business analysis reference texts are in English which can hinder implementation of best practices worldwide.
Earlier this month, IIBA released the Spanish translation of A Guide to the Business Analysis Body of Knowledge® (BABOK®Guide). This guide is already available in English, Portuguese, Japanese, French and German. Together these are the six largest languages used on the Internet.
Also starting in November, in partnership with the European Association of Business Analysis (EABA), eligible candidates can complete the Certified Business Analysis Professional™ (CBAP®) exam in German at all computer-based test centres where IIBA certification exams are offered. The exam is available in German in Germany, Austria and Switzerland and on request in other countries.
IIBA® members can download different translations of the BABOK® Guide at no cost at www.IIBA.org and non-members can purchase a PDF for $29.95. Hardcopies of the guide are available at all major book retailers. Information about writing the CBAP®exam is available in the Certification section at www.IIBA.org.
IIBA® thanks the volunteers who dedicated considerable professional time and effort to the translations of key documents.
About International Institute of Business Analysis
International Institute of Business Analysis (IIBA) is the independent, non-profit, professional association serving the growing field of business analysis to the international business community. The organization has over 27,000 members worldwide in fields ranging from requirements management and requirements analysis to project management and consulting. IIBA® has over 100 chapters in more than 60 countries, and is committed to developing and advancing standards for the practice of business analysis and for the certification of practitioners. www.IIBA.org
SOURCE International Institute of Business Analysis
As the world has become more complex, delivering real benefits and lasting value in organisations undergoing change has become much harder and more complicated. At the same time, the emerging role of business analyst has grown and developed to the point where business analysts acts as catalysts for change across a wide range of industries.
Leadership is a key skill for these influencers of change. It’s not a line management type of leadership but rather one which will draw together disparate stakeholders to come to consensus on what’s needed to take the organisation forward.
As the business analysis discipline has evolved, so have the career frameworks and range of roles available to analysts.
Accompanying this evolution is an increasing demand for Business Analysts to demonstrate leadership at all levels. Leadership is not something that has always come naturally to Business Analysts, who may consider it more in line with management roles. However, leadership is not just the sole province of project and business managers, and there are a number of ways analysts can develop and demonstrate these skills.
Ken Hardin shares a tale from his days as a TechRepublic manager that illustrates why PMs need a direct channel to the business analyst.
Almost all prescribed remedies to scope creep relate to change management after the business requirements for a project have been set. Project managers (PMs) are trained to try to police increases in the cost and time required for the project that don’t create any clear benefit for the business.
I italicized that last phrase because, ultimately, business value is the final litmus test on whether a scope change is creep or just crazy-smart Agile management. Growing a project can actually make sense, so long as there is a payoff. Evaluating the business impact of features and projects is the first, the best, and often the only guard against scope creep, “gold plating,” and other ways to waste the company’s money.
That’s why you need to make sure the business analyst is among your closest allies on the project team.
For more free information on the future of business and how Business Analysts and Project Managers can work in harmony for the success of their organizations join us for the free virtual global summit International Project Management Day 2013: Power of the Profession – register today!
Deep-dive reports provide comprehensive look at lenders’ marketing execution and performance to boost results
ST. LOUIS–(EON: Enhanced Online News)–Mortgage Returns, a provider of CRM technology and automated marketing solutions for the mortgage industry, announced San Ramon, Calif.-based CMG Financial is using its Business Analysis Reports to increase the impact of the organization’s marketing efforts. These in-depth reports give mortgage originators information on production statistics, marketing ROI, customer retention and loan officer performance.
“The reports helped us understand our place in the market, how we measured up against the competition and where to focus our strategic planning.”
Designed to compare lenders’ marketing performance to that of their peers, enable sales managers to evaluate branch performance and track marketing ROI, the Business Analysis Reports analyzed data from CMG Financial’s closed loan activity within four business channels: wholesale, correspondent lending, retail and affinity partnership divisions. Business Analysis Reports enabled CMG Financial to identify missed marketing opportunities to focus on in the future and also provided reassurance in some areas that it was outperforming its peers.
“The Business Analysis Reports results were compelling and helped our company understand opportunities we are missing, not just in terms of loan transactions, but also how much of our business comes from business partners – whether it’s realtors, financial advisors or insurance providers. The analysis made us more aware of the importance of nurturing these relationships by taking care of their customers,” said Dave Herbst, director of marketing at CMG Financial. “The reports helped us understand our place in the market, how we measured up against the competition and where to focus our strategic planning.”
“The Business Analysis Reports empower lenders by evaluating company performance and showing how they can optimize their marketing to deliver maximum ROI in the future,” said Jim Blatt, president and CEO of Mortgage Returns.
The Business Analysis Reports are part of Mortgage Returns’ TRUE CRM concept, an educational initiative designed to educate mortgage lenders’ on the difference between incomplete and less effective CRM solutions to more comprehensive systems that are designed to achieve higher results in a more competitive marketplace. The TRUE CRM checklist can be used by originators to quickly evaluate whether or not they are using a complete or incomplete CRM.
St. Louis-based Mortgage Returns provides a database-driven, automated marketing solution to help mortgage originators maximize profitability from clients, prospects and referral partners. Through an award-winning database management and marketing system, Mortgage Returns can quantify marketing ROI, and show the opportunity for originators to improve their results. Mortgage Returns’ customized marketing solution also increases referrals and cross sell opportunities for more than 275 financial institutions. For more information about Mortgage Returns, visit www.mortgagereturns.com.
Scope, schedules and costs are crucial to successfully completing projects. Business Analysts have a stake in getting projects done on time and on budget. So, the ability to communicate with and speak the language of project managers is integral to BA’s work. Project Managers need feedback to follow best practices and meet their goals. Find out what you need to know about PM’s at a free global seminar featuring dynamic speakers and video presentations. This virtual event includes business leaders from a diverse cross-section of industries including finance, aerospace, agriculture, and more. Sign up for International Project Management Day 2013: Power of the Profession to get an unparalleled look at project management. Register today bit.ly/GPETLB
Whenever we work on a Project, the Business Users of that project/ system will have some implicit expectations on how effectively the software will work. These expectations may include how user friendly the software will be to use, how fastly it will execute transactions, how durable it will be, and how well it behaves when unexpected conditions or exceptions arise. The Non-Functional Requirements (NFRs) define these aspects about the system. In our previous blog post we understood all about NFRs. In this blog post we will discuss on how to identify and document the Non-Functional Requirements (NFRs) for a Project.
In the below Picture (Table), I have listed possible Non-Functional Requirement Statements under each category and respective Target values. So while documenting the NFRs for your project, you can list similar NFRs and obtain the answer (target value) for the NFR from various Stake-holders. Some inputs you can obtain from Business Users, some from IT Department, some from Design Team, some from Database Team, so on and so forth…
The above list is not the final set of NFR Statements Vs Values, out of my experience I have documented these. Depending on your Project Requirements there may be some new NFR Categories and some more NFR Statements. Here, my intention was just to show a path to identify and document NFRs. Hope you all will like this. Please share your experience and feedback through comments.