Few things in life are as simple as they first appear, and this seems particularly true in the world of business analysis. Many a project has been underestimated as being a “quick, simple change” when in reality it’s a hugely complex undertaking.
The Business Alchemist's Blog
Over the years, the BA profession has shifted from using the term "requirements gathering" towards the preferred term "requirements elicitation"...
When many of us find ourselves with increased screen time, we look at the conundrum of providing printed course manuals. Lots to ponder and some useful research along the way.
The business analysis toolkit is extremely broad and one of the challenges can be choosing the best set of techniques for a particular context...
In our latest blog we extol the virtues of making time to think. For business analysts this time is required to consider all perspectives and available options. It’s also an opportunity to consider and decide on the best approach or technique to use...
In National Apprenticeship Week we wanted to give you our updated take on the Business Analysis Apprenticeship. Surprising now to think that the scheme went live in March 2017. Nearly 4 years on and the scheme is widely judged to be an overwhelming success with over 1000 apprentices choosing to progress their BA career in this way.
If you have ever experienced an organisation or team that struggles with decisions, outcomes, communication, empowerment or collaboration then you may have experienced a RACI issue. For this reason, I believe that RACI is the most undervalued technique in business, let alone business change.
Let’s start by defining the technique:
The world has changed; and at the time of writing it seems unlikely that it will be changing back any time soon.
It is interesting to see how powerful techniques from business analysis and project/change management can be when applied thoughtfully. OSCAR, a framework for creating a project initiation document (terms of reference) for a project, is a good example.
A common challenge that emerges when pursuing change in organisations is that of illusory agreement. This can manifest itself in many ways, and it’s likely that you will have experienced it yourself.
