This document discusses skills and competencies for business analysts. It is divided into sections covering cognitive skills, personal skills, and business skills. The cognitive skills section discusses skills like creative thinking, decision making, learning, problem solving, systems thinking, and conceptual thinking. The personal skills section discusses ethics, accountability, trustworthiness, organization, adaptability, and communication. The business skills section discusses business acumen and industry knowledge.
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
This is the slide deck which was used for my webinar on Digital Transformation and Microsoft 365. In this session I've given a detailed overview of Digital Transformation and how it has been disrupting the organizations across the globe. I've also explained how Microsoft 365 can help in planning your organization's Digital Transformation.
Business Analysis Core Concepts Model (BACCM)Techcanvass
Business Analysis Core concepts Model (BACCM) is the core framework integral to BABOK Guide v3. Core concepts are fundamental to the practice of business analysis as defined in BABOK guide. IIBA BABOK v3 is the new version of BABOK guide for latest version of business analyst certifications.
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
Why everyone needs a business analyst on the IT project? Which responsibilities BA has? To make things clearer, we made this influential SlideShare for Business Analysts in IT.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
DevOps is a term for a combination of various software development practices including traditional software development and information technology operations. It shortens the systems development life cycle while delivering features, fixes, and updates. This is ensured by frequent and close alignments with business objectives. It comprises a vast set of cultural philosophies, practices and tools
to increase an organization's ability to deliver applications and services at high velocity.
This document gives insights how DevOps should be designed, what services they should offer, what organizational forms can be chosen (incl. their benefits), which aspects a DevOps governance should cover, how to assess and implement DevOps (DevOps transition), which technologies are important and how processes can be designed based on proven best practices.
Agenda DevOps best practice slide deck:
- DevOps Definition and Overview
- DevOps & Agile maturity
- DevOps Transition
- DevOps Technology
- DevOps Organization
A revised TOGAF ADM for whole-of-enterprise architecture developmentTetradian Consulting
Two-page summary of whole-of-enterprise architecture methodology from book "Bridging the Silos" (Tom Graves: Tetradian Books, 2008) - use this as a reference sheet whilst working.
[Based in part on TOGAF (The Open Group Architecture Framework); extensions (c) Tetradian 2008]
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
This is the slide deck which was used for my webinar on Digital Transformation and Microsoft 365. In this session I've given a detailed overview of Digital Transformation and how it has been disrupting the organizations across the globe. I've also explained how Microsoft 365 can help in planning your organization's Digital Transformation.
Business Analysis Core Concepts Model (BACCM)Techcanvass
Business Analysis Core concepts Model (BACCM) is the core framework integral to BABOK Guide v3. Core concepts are fundamental to the practice of business analysis as defined in BABOK guide. IIBA BABOK v3 is the new version of BABOK guide for latest version of business analyst certifications.
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
Why everyone needs a business analyst on the IT project? Which responsibilities BA has? To make things clearer, we made this influential SlideShare for Business Analysts in IT.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
DevOps is a term for a combination of various software development practices including traditional software development and information technology operations. It shortens the systems development life cycle while delivering features, fixes, and updates. This is ensured by frequent and close alignments with business objectives. It comprises a vast set of cultural philosophies, practices and tools
to increase an organization's ability to deliver applications and services at high velocity.
This document gives insights how DevOps should be designed, what services they should offer, what organizational forms can be chosen (incl. their benefits), which aspects a DevOps governance should cover, how to assess and implement DevOps (DevOps transition), which technologies are important and how processes can be designed based on proven best practices.
Agenda DevOps best practice slide deck:
- DevOps Definition and Overview
- DevOps & Agile maturity
- DevOps Transition
- DevOps Technology
- DevOps Organization
A revised TOGAF ADM for whole-of-enterprise architecture developmentTetradian Consulting
Two-page summary of whole-of-enterprise architecture methodology from book "Bridging the Silos" (Tom Graves: Tetradian Books, 2008) - use this as a reference sheet whilst working.
[Based in part on TOGAF (The Open Group Architecture Framework); extensions (c) Tetradian 2008]
What is business analysis?
Who is a business analyst?
Business analyst skills
Business analyst job titles
Business analyst is a business doctor
Business analyst versus business consultant
Business analysis knowledge areas:
Enterprise analysis
Business analysis planning and monitoring
Elicitation
Requirement Management and Communication
Requirement analysis
Solution assessment and validation
Most popular business analysis techniques:
MOST
Business Process Modelling (BPM)
PESTLE
SWOT
MoSCoW
CATWOE
THE 5 WHYS (ROOT CAUSE ANALYSIS)
6 THINKING HATS
MIND MAPPING
PORTER’S 5 FORCES
8 Ways Highly Successful Project Managers Add Value.pdfDivya Malik
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Research Report on- Customer Purchase Decision Making on IFB Products.
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An internal consultant plays a crucial role in generating organization analysis.
This individual, typically employed within the organization, provides valuable insights and expertise to support strategic decision-making and organizational improvement. Here is a discussion of the internal consultant’s role in generating organization analysis:
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3. Gathering and Analyzing Data: The internal consultant gathers relevant data and information from various sources within the organization. This may include reviewing existing reports, conducting surveys, interviews, focus groups, or analyzing performance metrics. They apply analytical techniques to identify patterns, trends, and areas of concern or opportunity.
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
5. 9.1.1 Creative Thinking
Thinking creatively and helping others to apply creative thinking helps business
analysts to be effective in generating new ideas, approaches, and alternatives to
problem solving and opportunities.
1. Creative thinking involves generating
new ideas and concepts as well as finding
new or different associations between
existing ideas and concepts.
2. Creative thinking may involve combining,
changing, and reapplying existing concepts
or ideas. Business analysts can be effective
in promoting creative thinking in others by
identifying and proposing alternatives, and
by asking questions and challenging
assumptions.
6. 9.1.2 Decision Making
Business analysts must be effective in understanding the criteria involved in
making a decision, and in assisting others to make better decisions.
1. When a business analyst or a group of stakeholders is faced with having to
select an option from a set of alternatives, a decision must be made on which
is the most advantageous for the stakeholders and the enterprise.
2. Determining this involves gathering the information that is relevant to the
decision, analyzing the relevant information, making comparisons and trade-offs
between similar and dissimilar options, and identifying the most desirable option.
7. 9.1.3 Learning
The ability to quickly absorb new and different types of information and also
modify and adapt existing knowledge allows business analysts to work effectively
in rapidly changing and evolving environments.
1. Learning is the process of gaining knowledge or skills. Learning about a
domain passes through a set of stages, from initial acquisition and learning of
raw facts, through comprehension of their meaning, to applying the knowledge
in day-to-day work, and finally analysis, synthesis, and evaluation.
2. Once learning about a domain has reached the point where analysis is
complete, business analysts must be able to synthesize the information to
identify opportunities to create new solutions and evaluate those solutions to
ensure that they are effective.
3. Learning techniques to consider include: • Visual • Auditory • Kinesthetic
8. 9.1.4 Problem Solving
Business analysts define and solve problems in order to ensure that the real,
underlying root cause of a problem is understood by all stakeholders and that
solution options address that root cause.
1. Defining a problem involves ensuring that the nature of the problem and any
underlying issues are clearly understood by all stakeholders.
2. Stakeholder points of view are articulated and addressed to understand any
conflicts between the goals and objectives of different groups of stakeholders.
3. Assumptions are identified and validated. The objectives that will be met
once the problem is solved are clearly specified, and alternative solutions are
considered and possibly developed.
4. Alternatives are measured against the objectives to determine which possible
solution is best, and identify the value and trade-offs that may exist between
Solutions.
9. 9.1.5 Systems Thinking
Understanding how the people, processes, and technology within an
organization interact allows business analysts to understand the enterprise from a
holistic point of view.
1. Systems theory and systems thinking suggest that a system as a whole has
properties, behaviours, and characteristics that emerge from the interaction of
the components of that system.
2. These factors are not predictable from an understanding of the components
alone.
10. 9.1.6 Conceptual Thinking
Business analysts routinely receive large amounts of detailed and potentially
disparate information. They apply conceptual thinking skills to find ways to
understand how that information fits into a larger picture and what details are
important, and to connect seemingly abstract information.
1. Conceptual thinking is about understanding the linkage between contexts,
solutions, needs, changes, stakeholders, and value abstractly and in the big
picture. It involves understanding and connecting information and patterns that
may not be obviously related.
2. Conceptual thinking involves understanding where details fit into a larger
context. It involves using past experiences, knowledge, creativity, intuition,
and abstract thinking to generate alternatives, options, and ideas that are not
easily defined or related.
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11. 9.1.7 Visual Thinking
The ability to communicate complex concepts and models into understandable
visual representations allows business analysts to engage stakeholders and help
them understand the concepts being presented.
1. Is to create graphical representations of the concepts or systems being
discussed. The goal of these graphical representations is to allow stakeholders to
easily understand the concepts being presented, and then provide input.
2. Visual thinking requires that the analyst make abstractions and then find
suitable graphic devices to represent them.
3. Visuals represent this information and its complexities, allowing stakeholders
and audiences to learn more quickly, process the information, and connect
points from each of their contexts.
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12. 9.2.1 Ethics
Behaving ethically and thinking of ethical impacts on others allows business
analysts to earn the respect of the stakeholders. The ability to recognize when a
proposed solution or requirement may present ethical difficulties to an
organization or its stakeholders is an important consideration that business
analysts can use to help reduce exposure to risk.
1. Ethics require an understanding and focus on fairness, consideration, and
moral behaviour through business analysis activities and relationships.
2. Ethical behaviour includes consideration of the impact that a proposed
solution can have on all stakeholder groups and working to ensure that those
groups are treated as fairly as possible.
3. Fair treatment does not require that the outcome be beneficial to a
particular stakeholder group, but it does require that the affected stakeholders
understand the reasons for decisions
13. 9.2.2 Personal Accountability
Personal accountability is important for a business analyst because it ensures
business analysis tasks are completed on time and to the expectations of
colleagues and stakeholders. It enables the business analyst to establish credibility
by ensuring that business analysis efforts meet the needs of the business.
1. Personal accountability includes effectively planning business analysis work to
achieve targets and goals, and ensuring that value delivered is aligned with
business needs.
2. It involves chasing down all leads and loose ends to fully satisfy the
stakeholder’s needs.
3. Business analysts take responsibility for identifying and escalating risks and
issues.
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14. 9.2.3 Trustworthiness
Earning the trust of stakeholders helps business analysts elicit business analysis
information around sensitive issues and enables them to help stakeholders have
confidence that their recommendations will be evaluated properly and fairly.
1. A business analyst being considered trustworthy may offset the natural fear of
change experienced by many stakeholders.
2. Several factors:
• intentionally and consistently completing tasks and deliverables on time,
within budget
• presenting a consistent attitude of confidence
• acting in an honest and straightforward manner
• maintaining a consistent schedule over a long period of time
15. 9.2.4 Organization and Time Management
Organization and time management skills help business analysts perform tasks
effectively and use work time efficiently.
1. Involves the ability to prioritize tasks, perform them efficiently, and manage
time effectively.
2. To differentiate important information that should be retained from less
important information.
3. Effective time management requires the ability to prioritize tasks and
deadlines.
4. Techniques for effective time management include establishing time limits on
non-critical tasks, focusing more time on high risk and priority tasks, setting
aside focus time, and managing potential interruptions.
16. 9.2.5 Adaptability
Business analysts frequently work in rapidly changing environments and with a
variety of stakeholders. They adjust their behavioural style and method of
approach to increase their effectiveness when interacting with different
stakeholders, organizations, and situations.
1. Adaptability is the ability to change techniques, style, methods, and approach.
2. Can maximize the quality of service delivered and more efficiently help the
organization achieve its goals and objectives. Having the curiosity to learn what
others need and possessing the courage to try a different behaviour is adapting
to situations and context.
3. Business analysts sometimes have to modify the way they interact with
stakeholders, such as the way they conduct interviews or the way they facilitate
workshops.
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17. 9.3.1 Business Acumen (敏銳,聰明)
Business analysis requires an understanding of fundamental business principles
and best practices in order to ensure they are considered as solutions are
reviewed.
1. Business acumen is the ability to understand business needs using experience
and knowledge obtained from other situations.
2. Business acumen is the ability to understand and apply the knowledge based
on these commonalities within differing situations.
3. Understanding how other organizations have solved challenges may be useful
when seeking possible solutions.
4. Being aware of the experiences or challenges encountered in the past may
assist a business analyst in determining which information may be applicable to
the current situation.
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18. 9.3.2 Industry Knowledge
Industry knowledge provides the business analyst with an understanding of
current practices and activities within an industry, and similar processes across
industries.
1. Industry knowledge is an understanding of:
• current trends • market forces • market drivers • key processes • services
• products • definitions • customer segments • suppliers • practices
• regulations • other factors
2. Developing knowledge about a particular industry, competitor, or company
the following set of questions can provide guidance:
•top leaders
•which organizations promote or regulate
•the comparisons of products and services
•which satisfaction indicators/benchmarking projects that are applicable
• target customers and are they the same for the competition
19. 9.3.3 Organization Knowledge
Organization knowledge provides an understanding of the management
structure and business architecture of the enterprise.
1. An understanding of how the enterprise generates profits, accomplishes its
goals, its organizational structure, the relationships that exist between business
units, and the persons who occupy key stakeholder positions.
2. Organization knowledge also includes understanding the organization's formal
and informal communication channels as well as an awareness of the internal
politics that influence decision making.
20. 9.3.4 Solution Knowledge
Solution knowledge allows business analysts to leverage their understanding of
existing departments, environments, or technology to efficiently identify the most
effective means of implementing a change.
1. When the business analysis effort involves improving an existing solution,
business analysts apply knowledge and experience from the previous work on the
solution.
2. BA may leverage knowledge gained from prior experiences to expedite the
discovery of potential changes through elicitation or in-depth analysis.
21. 9.3.5 Methodology Knowledge
Understanding the methodologies used by the organization provides the business
analyst with information regarding context, dependencies, opportunities, and
constraints used when developing a business analysis approach.
1 Methodologies determine the timing (big steps or small increments), the
approach, the role of those involved, the accepted risk level, and other
aspects of how a change is approached and managed.
2. Knowledge regarding a variety of methodologies allows the business analyst to
quickly adapt to, and perform in, new environments.
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22. 9.4.1 Verbal Communication
Business analysts use verbal communication to convey ideas, concepts, facts,
and opinions to a variety of stakeholders.
1. Verbal communication uses spoken words to convey information from the
sender to the receiver. Verbal communication skills are used to express business
analysis information, ideas, concepts, facts, and opinions. It allows for the
efficient transfer of information, including emotional and other non-verbal cues.
It can be paired with both written and non-verbal communication.
2. Verbal communication deals specifically with the sender's choice of words and
the tone of voice.
3. Having an understanding of the tone of the communication and how it can
positively or negatively influence the listener allows the business analyst to more
effectively communicate verbally.
23. 9.4.2 Non-Verbal Communication
Non-verbal communication skills enable the effective sending and receiving of
messages through—but not limited to—body movement, posture, facial
expressions, gestures, and eye contact.
1. Communication is typically focused upon words that are written or spoken.
Non-verbal communication, however, is believed to convey much more meaning
than words alone. Moods, attitudes, and feelings impact body movement and
facial expressions.
2. Non-verbal communication begins immediately when one person is
able to see another. The effective use of non-verbal communication skills can
present a trustworthy, confident, and capable demeanor.
3. Observing gestures or expressions cannot provide a complete understanding of
the message being expressed by these non-verbal cues. These cues are
indicators of the feelings and intent of the communicator.
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24. 9.4.3 Written Communication
Business analysts use written communication to to convey ideas, concepts, facts,
and opinions to variety of stakeholders.
1. Written communication is the practice of using text, symbols, models (formal
or informal), and sketches to convey and share information.
2. Presenting information and ideas requires selecting the correct words so the
audience will understand the intended meaning.
3. Written communication has the added challenge of presenting information at
a time or place that is remote from the time and place it was created.
4. Effective written communication requires a broad vocabulary, strong grasp of
grammar and style, and an understanding of the terms which will be understood
by the audience.
25. 9.4.4 Listening
Effective listening allows the business analyst to accurately understand
information that is communicated verbally.
1. Listening is the process of not just hearing words but understanding their
meaning in context.
2. By exhibiting effective listening skills, business analysts not only have a
greater opportunity to accurately understand what is being communicated, but
also to demonstrate that they think what the speaker is saying is important.
3. Active listening involves both listening and interpreting what the other person
is trying to communicate beyond the words used in order to understand the
essence of the message.
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26. 9.5.1 Facilitation
Business analysts facilitate interactions between stakeholders in order to help
them make a decision, solve a problem, exchange ideas and information, or reach
an agreement regarding the priority and the nature of requirements. The business
analyst may also facilitate interactions between stakeholders for the purposes of
negotiation and conflict resolution (as discussed in Negotiation and Conflict
Resolution (BABOK v3 p. 210)).
1. Facilitation is the skill of moderating discussions within a group in order to
enable all participants to effectively articulate their views on a topic under
discussion, and to ensure that participants in the discussion are able to recognize
and appreciate the differing points of view that are articulated.
2. Encouraging participation from all attendees.
3. Establishing ground rules such as being open to suggestions.
27. 9.5.2 Leadership and Influencing
Business analysts use leadership and influencing skills when guiding stakeholders
during the investigation of business analysis information and solution options.
They build consensus and encourage stakeholder support and collaboration
during change.
1. Involves motivating people to act in ways that enable them to work together
to achieve shared goals and objectives.
2. Understanding the individual motives, needs, and capabilities of each
stakeholder and how those can be effectively channeled assists business analysts
in meeting the shared objectives of the organization.
28. 9.5.3 Teamwork
Teamwork skills allow business analysts to work productively with team members,
stakeholders, and any other vested partners so that solutions can be effectively
developed and implemented.
1. BA is often work as part of a team with other business analysts, project
managers, stakeholders, and subject matter experts (SMEs). Relationships with
people in those roles are a critical part of the success of any project or
enterprise.
2. It is important for the business analyst to understand how a team is formed
and how it functions. Building and maintaining trust of teammates contributes to
the integrity of the team as a whole and helps the team perform at its fullest
capacity.
3. Team conflict is common. Resolving conflict requires the team to focus on
examining the positions, assumptions, observations, and expectations of all team
members.
29. 9.5.4 Negotiation and Conflict Resolution
Business analysts occasionally mediate negotiations between stakeholders in
order to reach a common understanding or an agreement. During this process,
business analysts help resolve conflicts and differences of opinion with the intent
of maintaining and strengthening working relationships among stakeholders and
team members.
1. Negotiation and conflict resolution involves mediating discussions between
participants in order to help them recognize that there are differing views on the
topic, resolve differences, and reach conclusions that have the agreement of all
participants.
2. Successful negotiation and conflict resolution includes identifying the
underlying interests of the parties, distinguishing those interests from their
stated positions, and helping the parties identify solutions that satisfy those
underlying interests.
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30. 9.5.5 Teaching
Teaching skills help business analysts effectively communicate business analysis
information, concepts, ideas, and issues. They also help ensure that information is
understood and retained by stakeholders.
1. Teaching is the process of leading others to gain knowledge. Business analysts
are responsible for confirming that the information communicated has been
understood by stakeholders. Business analysts lead stakeholders to discover
clarity in ambiguity by helping them learn about the contexts and value of the
needs being investigated.
2. The intent is to draw out stakeholder engagement and collaborative learning
to gain clarity.
31. 9.6.1 Office Productivity Tools and Technology
Business analysts use office productivity tools and technology to document and
track information and artifacts.
1. Office productivity tools and technology provide business analysts with the
ability to organize, dissect, manipulate, understand, and communicate
information clearly. Utilizing these tools requires becoming familiar with
available resources.
2. Office productivity tools and technology include the following:
• Word processing and presentation programs
• Presentation software
• Spreadsheets
• Communication tools (e-mail and instant messaging programs)
• Collaboration and knowledge management tools
• Hardware: as printers and digital projectors
32. 9.6.2 Business Analysis Tools and Technology
Business analysts use a variety of tools and technology to model, document, and
manage outputs of business analysis activities and deliverables to stakeholders.
1. Tools that are specific to the field of business analysis provide specialized
capabilities in:
• modelling • diagramming • documenting • analyzing and mapping
requirements • identifying relationships between requirements
• tracking and storing requirements artifacts • communicating with stakeholders
2. Modelling tools can provide functionality that assists business analysts with a
number of modelling related tasks. Issue tracking tools can provide functionality
that assists business analysts with a number of issue tracking related tasks.
Requirements management technologies can provide functionality that assists
business analysts with a number of requirements management related tasks
33. 9.6.3 Communication Tools and Technology
Business analysts use communication tools and technology to perform business
analysis activities, manage teams, and collaborate with stakeholders.
1. Communication tools are used to plan and complete tasks related to
conversational interactions and collaborative interactions.
2. Communication tools allow business analysts to work with virtual and co-
located teams.
3. Understanding the options available with these tools—and knowing how to use
various communications tools to complete tasks and utilize various techniques in
a variety of collaboration environments.
4. Business analysts select the appropriate tool and technology for the
situation and stakeholder group while balancing cost, risk, and value.
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36. 8.1 Analytical Thinking and Problem Solving
Purpose
8.1.1 Creative Thinking Business analysts must be effective in generating
new ideas for approaches to problem solving and in
generating alternative solutions.
8.1.2 Decision Making Business analysts must be effective in understanding
the criteria involved in making a
decision, in making decisions, and in assisting others
to make better decisions.
8.1.3 Learning Business analysts must be effective at learning
about business domains and how they
function, and then translate that learning into an
understanding of how to benefit an
organization.
37. 8.1 Analytical Thinking and Problem Solving
Purpose
8.1.4 Problem Solving Business analysts must be effective at defining and
solving problems in order to ensure
that the real, underlying problem is understood and
that solutions actually address that
problem.
8.1.5 Systems Thinking Business analysts must be effective at
understanding how the people, processes and
technology within an organization interact in
relationships and patterns to create a
system as a whole.
38. 8.2 Behavioral Characteristics
Purpose
8.2.1 Ethics A business analyst must be able to behave ethically
in order to earn the trust and respect
of stakeholders, and be able to recognize when a
proposed solution or requirement may
present ethical difficulties.
8.2.2 Personal
Organization
Personal organization skills assist the business
analyst in effectively managing tasks
and information.
8.2.3 Trustworthiness Earning the trust of key stakeholders is necessary to
ensure that the business analyst is
able to elicit requirements around sensitive issues
and to ensure that recommendations
are evaluated properly.
39. 8.3 Business Knowledge
Purpose
8.3.1 Business Principles
and Practices
Business analysts require an understanding of
fundamental business principles and
best practices, in order to ensure that they are
incorporated into and supported by
solutions.
8.3.2 Industry
Knowledge
Business analysts should have an understanding of
the industry that their organization
is in so that they may understand new challenges
that may be posed by competitive
moves, and which solutions have proven effective
elsewhere.
8.3.3 Organization
Knowledge
Business analysis is significantly assisted by an
understanding of the organization for
which it is being performed.
40. 8.4 Communication Skills
Purpose
8.4.1 Oral
Communications
Oral communication skills enable business analysts
to effectively express ideas in ways that are
appropriate to the target audience.
8.4.2 Teaching Teaching skills are required to ensure that business
analysts can effectively communicate
issues and requirements and to ensure that the
information communicated is understood
and retained.
8.4.3 Written
Communications
Written communication skills are necessary for
business analysts to document elicitation
results, requirements, and other information for
which medium-to-long term records
are required.
41. 8.5 Interaction Skills
Purpose
8.5.1 Facilitation and
Negotiation
Business analysts facilitate interactions between
stakeholders in order to help them
resolve disagreements regarding the priority and
nature of requirements.
8.5.2 Leadership and
Influencing
Business analysts need to be able to be effective in
formal and informal leadership roles,
in order to guide others investigating requirements
and to help encourage stakeholder
support for a necessary change.
8.5.3 Teamwork Business analysts must be able to work closely with
other team members to effectively
support their work so that solutions can be
effectively implemented.
42. 8.6 Software Applications
Purpose
8.6.1 General-Purpose
Applications
Business analysts use office productivity
applications to document and track
requirements.
8.6.2 Specialized
Applications
Business analysts use modeling tools to support the
development of formal models, and
in some cases, their validation and implementation
as well.
43. 9.1 Analytical Thinking and Problem Solving
Purpose
9.1.6 Conceptual
Thinking
Business analysts routinely receive large amounts of
detailed and potentially disparate information. They
apply conceptual thinking skills to find ways to
understand how that information fits into a larger
picture and what details are important, and to
connect seemingly abstract information.
9.1.7 Visual Thinking The ability to communicate complex concepts and
models into understandable visual representations
allows business analysts to engage stakeholders and
help them understand the concepts being presented.
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44. 9.2 Behavioural Characteristics
Purpose
9.2.2 Personal
Accountability
Personal accountability is important for a business
analyst because it ensures business analysis tasks
are completed on time and to the expectations of
colleagues and stakeholders. It enables the business
analyst to establish credibility by ensuring that
business analysis efforts meet the needs of the
business.
9.2.5 Adaptability Business analysts frequently work in rapidly
changing environments and with a variety of
stakeholders. They adjust their behavioural style
and method of approach to increase their
effectiveness when interacting with different
stakeholders, organizations, and situations.
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45. 9.3 Business Knowledge
Purpose
9.3.5 Methodology
Knowledge
Understanding the methodologies used by the
organization provides the business analyst with
information regarding context, dependencies,
opportunities, and constraints used when developing
a business analysis approach.
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46. 9.4 Communication Skills
Purpose
9.4.2 Non-Verbal
Communication
Non-verbal communication skills enable the
effective sending and receiving of messages
through—but not limited to—body movement,
posture, facial expressions, gestures, and eye
contact.
9.4.4 Listening Effective listening allows the business analyst to
accurately understand information that is
communicated verbally.
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47. 9.5 Interaction Skills
Purpose
9.5.4 Negotiation and
Conflict Resolution
Business analysts occasionally mediate negotiations
between stakeholders in order to reach a common
understanding or an agreement. During this process,
business analysts help resolve conflicts and
differences of opinion with the intent of maintaining
and strengthening working relationships among
stakeholders and
team members.
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48. 9.6 Tools and Technology
Purpose
9.6.3 Communication
Tools and Technology
Business analysts use communication tools and
technology to perform business analysis activities,
manage teams, and collaborate with stakeholders.
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