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Practical Analyst

Practical Insight for Business Analysts and Project Professionals
Thinking of becoming a business analyst?
  • Tools & Techniques

  • The Business Analyst Balancing Act

    The Business Analyst Balancing Act

    BA's must balance the risk of missing requirements against that of paralyzing the project until [...]
  • Classic Business Analysis Articles

    Classic Business Analysis Articles

    I was sorting through some of my bookmarks and articles I've accumulated over time via [...]
  • Business Analysis Can Kill a Project (In a Good Way)

    Business Analysis Can Kill a Project (In a Good Way)

    Scrapping an ill-fated project before it gets started can be as valuable as seeing a [...]
  • Passing Thoughts on Business Analysis II

    Passing Thoughts on Business Analysis II

    A few more passing thoughts on business analysis. [...]
  • Four Key Knowledge Areas for Business Analysts

    Four Key Knowledge Areas for Business Analysts

    Four key knowledge/capability domains that are especially important to the business analyst. [...]
  • The IIBA: Timely or Premature?

    The IIBA: Timely or Premature?

    Welcome to Practical Analyst, a site specializing in practical insight for business analysts and project [...]
  • More from Tools & Techniques
  • Requirements

  • Give 'em Pictures!

    Give ‘em Pictures!

    One of the surest ways to ensure project success is to get "pictures" in front [...]
  • Time Travel for Context-free Use Cases

    Time Travel for Context-free Use Cases

    Yes, sometimes we BA's need to think of creative ways to help us withhold the [...]
  • More on Separating Rules from Use Cases

    More on Separating Rules from Use Cases

    Keeping business rules out of the flow of events makes a use case easier to [...]
  • Use Case Basics: Keeping it Simple

    Use Case Basics: Keeping it Simple

    A few simple tips for identifying and documenting use cases. [...]
  • Could requirements analysis be automated?

    Could requirements analysis be automated?

    Could systems and software be used to take the place of the requirements analyst? [...]
  • Structured Analysis & Big, Thick Documents

    Structured Analysis & Big, Thick Documents

    Great book on modeling & systems analysis and yet another critique of "big, thick documents." [...]
  • More from Requirements
  • Soft Skills & Professionalism

  • Communication: Are you the king, or a guard?

    Communication: Are you the king, or a guard?

    In this scene from Monty Python and the Holy Grail, the king is giving the [...]
  • Congratulations, You're Ignorant!

    Congratulations, You’re Ignorant!

    The more we learn, the more we realize we don't know. [...]
  • Your Name is Safe in My House

    Your Name is Safe in My House

    A friend of mine once told me of an uncle whose "byline" - for lack [...]
  • Google Wave for Business Analysis

    Google Wave for Business Analysis

    The social web is abuzz with news on the upcoming Google offering, Google Wave. [...]
  • It's All About the Teams

    It’s All About the Teams

    As an industry have we been missing the mark by focusing so much on process [...]
  • IT's Interest in Business/IT Alignment

    IT’s Interest in Business/IT Alignment

    Bob Lambert says IT should take the initiative in solving problems of business/IT misalignment, [...]
  • More from Soft Skills & Professionalism
  • Methodology

  • Agile Teamwork – what BA’s need to know (Guest Post)

    Agile Teamwork – what BA’s need to know (Guest Post)

    Agile team members must know something about teamwork and this means understanding a lot [...]
  • "Cascade": Q&A with David Wright

    “Cascade”: Q&A with David Wright

    Cascade: Better practices for effective delivery of information systems in a multi-project environment. [...]
  • Agile and Traditional Methodologies Compared.... Again

    Agile and Traditional Methodologies Compared…. Again

    This post is spurred by a few articles I've read recently which have only served [...]
  • Agility vs. Bureacracy (and other thoughts)

    Agility vs. Bureacracy (and other thoughts)

    How long will "Agile" remain agile? [...]
  • Does Your Paperwork Add Value?

    Does Your Paperwork Add Value?

    That it's required doesn't mean that it adds value. [...]
  • Choosing Between Agile and Classic Management Methods

    Choosing Between Agile and Classic Management Methods

    "[T]he determination is made by evaluating project environments and organizational stakeholders." [...]
  • More from Methodology
  • Other Recent Articles

  • Bookmarks & New Favorites (09-38)

    Bookmarks & New Favorites (09-38)

    a few of the articles I found “bookmark-worthy” over the past week.

  • Business Analyst "Blueprint for Success"

    Business Analyst “Blueprint for Success”

    Alex Papworth has released a free e-book for new and prospective business analysts, entitled Blueprint for Success as a New Business Analyst.

  • More Business Analyst Link Love (09-28)

    More Business Analyst Link Love (09-28)

    Here are some worthwhile links to help fill your brain with business analysis.

  • Thinking of Becoming a BA? Q&A with Laura Brandau

    Thinking of Becoming a BA? Q&A with Laura Brandau

    Laura and I chat about her new book on what it takes to become a business analyst.

  • Escalation and Infinite Regression

    Escalation and Infinite Regression

    Fancy words for pretty common ways simple projects can quickly morph into gargantuan ones.

  • What's in a Signature?

    What’s in a Signature?

    Is there such thing as a peaceful, amicable “sign-off”?

  • Patterns and the Evolving Business Analyst

    Patterns and the Evolving Business Analyst

    Let’s focus on what I consider the capstone to development and “evolution” as an analyst; the ability to learn, recognize and apply patterns.

  • Business Analysis Link Share (09-24)

    Business Analysis Link Share (09-24)

    Here’s some “light reading” on some interesting analysis topics to kick off your weekend.

  • Requirements Are the Keystone

    Requirements Are the Keystone

    Requirements are the keystone of a successful project implementation.

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      The secret of success is to do the common things uncommonly well.

      - John D. Rockefeller

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