Comments on: Corporate Strategy and the Business Analyst http://practicalanalyst.com/2008/03/31/corporate-strategy-and-the-business-analyst/ Practical Insight for Business Analysts and Project Professionals Tue, 16 Mar 2010 09:25:29 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: Martin L. Shoemaker http://practicalanalyst.com/2008/03/31/corporate-strategy-and-the-business-analyst/comment-page-1/#comment-4798 Martin L. Shoemaker Fri, 19 Dec 2008 03:50:01 +0000 http://jonathanbabcock.com/2008/03/31/corporate-strategy-and-the-business-analyst/#comment-4798 Thanks, Laura! Reading it now. Thanks, Laura! Reading it now.

]]> By: Laura Brandau http://practicalanalyst.com/2008/03/31/corporate-strategy-and-the-business-analyst/comment-page-1/#comment-4791 Laura Brandau Thu, 18 Dec 2008 02:25:13 +0000 http://jonathanbabcock.com/2008/03/31/corporate-strategy-and-the-business-analyst/#comment-4791 Hi Martin, Here's a link to the post I mentioned: <a href="http://www.bridging-the-gap.com/10-ways-to-discover-what-the-problem-really-is/" target="_blank">http://www.bridging-the-gap.com/10-ways-to-discov...</a> This is definitely not my last word on the subject, but some initial thoughts. I actually experienced, just yesterday, the joy of a problem well-defined. We had spent the last two weeks gathering detailed requirements. A lot of my business owner's preconceptions about the solution changed greatly. We both thought that we were going to have to go back to the sponsor with a very different scope. Alas, we looked at our problem statements and they were essentially unchanged. Our solutions were different, but we were essentially solving the same problem. It was a nice moment. Now back into the details! Laura Hi Martin,

Here's a link to the post I mentioned: http://www.bridging-the-gap.com/10-ways-to-discov...

This is definitely not my last word on the subject, but some initial thoughts. I actually experienced, just yesterday, the joy of a problem well-defined. We had spent the last two weeks gathering detailed requirements. A lot of my business owner's preconceptions about the solution changed greatly. We both thought that we were going to have to go back to the sponsor with a very different scope. Alas, we looked at our problem statements and they were essentially unchanged. Our solutions were different, but we were essentially solving the same problem. It was a nice moment. Now back into the details!

Laura

]]> By: Martin L. Shoemaker http://practicalanalyst.com/2008/03/31/corporate-strategy-and-the-business-analyst/comment-page-1/#comment-4790 Martin L. Shoemaker Wed, 17 Dec 2008 04:41:33 +0000 http://jonathanbabcock.com/2008/03/31/corporate-strategy-and-the-business-analyst/#comment-4790 Laura, I look forward to that post. A coworker yesterday mentioned kids learning carpentry and the "wrong nail" problem: instead of the metal nail, they hammer the thumbnail. He says that's a great teacher. "Wrong problem" can be hugely expensive, but not so immediately painful that it makes a great teacher. Laura, I look forward to that post. A coworker yesterday mentioned kids learning carpentry and the "wrong nail" problem: instead of the metal nail, they hammer the thumbnail. He says that's a great teacher. "Wrong problem" can be hugely expensive, but not so immediately painful that it makes a great teacher.

]]> By: jbabcock http://practicalanalyst.com/2008/03/31/corporate-strategy-and-the-business-analyst/comment-page-1/#comment-4538 jbabcock Wed, 12 Nov 2008 03:49:12 +0000 http://jonathanbabcock.com/2008/03/31/corporate-strategy-and-the-business-analyst/#comment-4538 I appreciate the feedback, Laura, and I'll look forward to your post discovering the true problems. I have an outline for a similar post that I've just not completely pulled together. It will be interesting to see your take. I am with you 100% on problem (cause analysis). I've posted before that if we don't know and agree on the true problem (point of pain) we are trying to alleviate, our projects tend to lose focus and end up all over the board. That, or we'll end up implementing a costly solution that addresses a symptom while leaving the root problem unresolved. I appreciate the feedback, Laura, and I'll look forward to your post discovering the true problems. I have an outline for a similar post that I've just not completely pulled together. It will be interesting to see your take.

I am with you 100% on problem (cause analysis). I've posted before that if we don't know and agree on the true problem (point of pain) we are trying to alleviate, our projects tend to lose focus and end up all over the board. That, or we'll end up implementing a costly solution that addresses a symptom while leaving the root problem unresolved.

]]> By: Laura Brandau http://practicalanalyst.com/2008/03/31/corporate-strategy-and-the-business-analyst/comment-page-1/#comment-4469 Laura Brandau Mon, 10 Nov 2008 09:16:17 +0000 http://jonathanbabcock.com/2008/03/31/corporate-strategy-and-the-business-analyst/#comment-4469 Hi Jonathan, Great post. I agree we need to align IT projects to business strategy and that the BA not only needs to be aware of this relationship but oftentimes drive this relationship. Even corporations that have a well-stated corporate strategy can have individuals that get caught up in their own agendas and forget to tie things back. I'm working on a post that talks about how to discover what the problem really is....because so many times we get lost in conversations about potential solutions while there is an underlying disagreement about the problem itself. I wonder if, in your internet company example, that there was a problem to be solved by free websites and if a different solution to that problem could have fit in with the corporate strategy? Best, Laura <a href="http://www.bridging-the-gap.com " target="_blank">www.bridging-the-gap.com </a> Hi Jonathan, Great post.

I agree we need to align IT projects to business strategy and that the BA not only needs to be aware of this relationship but oftentimes drive this relationship. Even corporations that have a well-stated corporate strategy can have individuals that get caught up in their own agendas and forget to tie things back.

I'm working on a post that talks about how to discover what the problem really is….because so many times we get lost in conversations about potential solutions while there is an underlying disagreement about the problem itself. I wonder if, in your internet company example, that there was a problem to be solved by free websites and if a different solution to that problem could have fit in with the corporate strategy?

Best,
Laura
http://www.bridging-the-gap.com

]]> By: JB http://practicalanalyst.com/2008/03/31/corporate-strategy-and-the-business-analyst/comment-page-1/#comment-752 JB Sat, 12 Apr 2008 00:39:42 +0000 http://jonathanbabcock.com/2008/03/31/corporate-strategy-and-the-business-analyst/#comment-752 Thanks Craig, welcome back. I'm not sure about the exact percentage myself, but I have heard of similar numbers of companies without clearly defined mission/vision/stratey. I am just now beginning to read up on strategy and how important it is to have one and to use it in business decision making. Thanks Craig, welcome back.

I’m not sure about the exact percentage myself, but I have heard of similar numbers of companies without clearly defined mission/vision/stratey. I am just now beginning to read up on strategy and how important it is to have one and to use it in business decision making.

]]> By: Craig Brown http://practicalanalyst.com/2008/03/31/corporate-strategy-and-the-business-analyst/comment-page-1/#comment-746 Craig Brown Thu, 03 Apr 2008 00:42:59 +0000 http://jonathanbabcock.com/2008/03/31/corporate-strategy-and-the-business-analyst/#comment-746 Jonathan, another great post. I recently read a statistic (from an unverified source) that ess than a third of US businesses have a clearly stated mission statement, which is supposed to concisely sum up the busness strategy. It's no wonder that so many bad product choices are made. Analysts need to be aware of business strtategy, whether it's publicly communicated, and whether it is explicitly or implicity there. Dig around and you'll find it. Jonathan, another great post.

I recently read a statistic (from an unverified source) that ess than a third of US businesses have a clearly stated mission statement, which is supposed to concisely sum up the busness strategy.

It’s no wonder that so many bad product choices are made.

Analysts need to be aware of business strtategy, whether it’s publicly communicated, and whether it is explicitly or implicity there.

Dig around and you’ll find it.

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