I’m excited to announce that I’ll be participating in this year’s Building Business Capability (BBC) conference in Las Vegas, NV. BBC is the official conference of IIBA, and the only event on the planet where you can learn and network […]
I recently had the opportunity to talk shop with Dave Saboe, who runs the Mastering Business Analysis website and accompanying podcast. The topic of our conversation was the “essence” or underlying “why” of business analysis, and how focusing on that “essence” or “why” can benefit the individual analyst, and the organization as a whole.
The process of collaborative creation; of drawing and deliberating and rationalizing potential paths together until we reach an agreed upon “best way forward” provides the real value in visual modeling.
Ryland Leyton recently released his book, The Agile Business Analyst: Moving from Waterfall to Agile. Over the years, Ryland has provided training and mentoring for events and individual members of the Greater Atlanta Chapter of IIBA, so I was thrilled to see him take pen to paper and share his insights through a medium with broader reach. Ryland agreed to provide some additional information and background on the thought process behind the book for Practical Analyst readers.
“A problem well stated is a problem half solved.” – John Dewey
One of the more valuable lessons I’ve learned is that good solutions begin with a clear understanding of the problem to be solved. By starting with the problem, following up with objectives that articulate the definition of success, and then ensuring that requirements and subsequent solution artifacts and trace cleanly to, and support the original problem, we can avoid the confusion and wasted resources associated with deviating from or adding scope to the solution’s original problem and intent.
Let’s face it, lots of software projects continue to fail every year, even after so many advancements in the theory and practice of software development and business analysis. After working on countless complex software projects that delivered great business value, here’s what I learned about the reasons for a project to succeed.
While debates rage as to the effectiveness of meetings in general, and books have been written on meeting organization and management, I’ve found that often meetings go wrong before they even begin because the invitation is missing (or vague in) four critical components, without which the likelihood of full participation and effectiveness is diminished.