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  1. What does the C-Suite and other Senior Leaders value about a Business Analyst

    1 Comment

    Being that the Business Analysis discipline and role is becoming more standardized and consistent with the IIBA (International Institute of Business Analysis), BABOK (Business Analysis Body of Knowledge®) and a Certification called the CBAP (Certified Business Analysis Professional™). What do senior executives and leadership feel about this discipline and role?   There is no right or wrong answers just starting a dialogue to find out the views and opinions that are out there within the Social Platforms community.

    Would also like to know how Business Analysts can play a vital role in the era of companies moving towards Social Business Architecture, Enterprise 2.0, Social Media, and Social Technology Platforms.

    I obviously have my biased opinions and views on the subject, but would really like to know other views.  Especially from the people that make strategic decisions about an organization.   They ultimately sign off on spending money on this discipline. I would love to get a cross section of senior leaders from the C-Suite to the Rank and File (which is where I am at on the ladder) to weigh in on this often overlooked or generalized role in most companies (believe me I have worked at many).

    The one main stereotype I am trying to break most of all is “Well anyone can be a BA, so just give them the title” Additionally, I am always interested in new ideas.

  2. The Business Analyst 3.0 Model

    9 Comments

    Yes the Business Analyst (BA) role is changing rapidly right before our eyes.  That is why I have reclassified myself as a Business Analyst 3.0.  I think BA’s really need to educate themselves on all the social technologies and software as a service models both from a external perspective and internal perspective.

    We will be called upon to integrate and implement these two worlds both from processes and functions seamlessly!  For the first time in technology history we as consumers and employees have better access to technology than our employers.

    We as Business Analysts better learn how our skills can help the business and technology groups converge on these platforms for quicker, more robust, and often ever changing technologies that can keep pace with the ever changing business environment.

    Expect the ever looming skill that needs to be there is curiosity and willingness to collaborate with all kinds of disciplines.  This challenge I think faces all disciplines but ours in particular because we need to make all the disciplines and information work together (biased perspective I know).  Soft skills of finding new people to interact with outside the typical corporate industries is where our learning and evolution as Business Analyst 3.0 needs to take place.

    For example check me out on twitter and the people that are following and interacting with me…..it is for the most part an eclectic group of individuals from a wide range of industries.  Which I think helps enhance my analysis and design skills as a Business Analyst!   I think the pendulum swung too far to Generalists then back too far to Specialists.  I am proposing a new paradigm Specialties.  This paradigm understands the fact of specialties each discipline brings to the table and learns how to work within the encroachments.  The “it’s not my job or role” mentality is out the window with the bathwater and the baby of 2009!  If you can not bring together strategy, process and technologies for problem solving or innovation, I would highly encourage to find those that can and learn from them as quick as you possibly can!

    Look forward to seeing more and more people within the SDLC community embrace the social scene online.  Look top left at the icons click on your favorite channel and let’s connect!

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