Adding Value as an Agile Business Analyst

Michael F. White, Business Analyst and Founder of The Business Analysis Doctor, LLC

As more organizations move toward agility, development and project management teams still struggling to define a common language and standard regarding the agile framework. In addition, many organizations that are implementing agile approaches have not fully planned the transition and are still unclear on how to fully optimize the approach. One area that continues to remain vague is the role of the business analyst (BA). Below are some steps to help business analysts navigate their way through the transition to agile and add the most value to their agile teams...

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The End is Nigh

Is this the end of Bob the BA?

Bob the BA is now the Uncommon League... It’s not the end - it’s the start of something awesome! Together Bob the BA and the Uncommon League bring a whole new exciting course catalog.

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Embrace Gamestorming

Rohela Rouf, Business Analyst

First of all, let’s get this out of the way. Gamestorming is not new. Gamestorming is a collection of ‘games’ put together under the banner of ‘gamestorming’. As a business analyst (BA) I can assure you there will be many games in the book and on the website, that you have used in your role under different guises.  Dave Gray (co-author of ‘gamestorming’) put it best when he described himself and his fellow authors as the Grimms brothers. The Grimms brothers, if you are not familiar with them- they brought together different fairy tales and published them in a book...

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Are You an ‘Analyst’ or a ‘Facilitator’?

Adam Alami, PhD Fellow, IT University of Copenhagen

Surely facilitation is an important part of a business analyst’s job, but it is far from the only part. Analysis in itself should always form the core of a business analyst’s responsibilities.  We are called ‘analysts’ for a reason! Facilitating information gathering and translating it to ‘requirements’ doesn’t make you an ‘analyst’. Go above and beyond, and add value by ‘reasoning backwards’ and ‘reasoning analytically’...

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Reconfiguration Agility

Ronald G. Ross, Co-Founder & Principal, Business Rule Solutions, LLC

One of the Sidebars to the Business Agility Manifesto introduces the notion of Reconfiguration Agility. It’s a fundamental capability your organization needs in the Knowledge Age. What’s it about?  In the big scheme of things, you have two basic choices for conceiving, and ultimately implementing, business capabilities: proceduralor declarative. They are fundamentally different.  Traditionally, the vast majority of business systems have been modeled and constructed on a largely procedural basis – virtually all things tied together step-by-step in processes. Unfortunately, that procedural approach simply doesn’t scale...

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Start a Career in Business Analysis

IIBA® | Analysis. Architecture. Agility.

Business Analysis is the practice of enabling change in an organizational context, by defining needs and recommending solutions that deliver value to stakeholders. Business analysis professionals identify and articulate the need for change in how organizations work, and to facilitate that change - to deliver better business outcomes.

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