Curious to see what strategies/ mechanisms/ Policies/ etc. your organization use to ensure that the actual project outcomes are aligned with, and meet the organizational business needs. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
May 20, 2020 6:51 AM
Replying to Thomas Walenta
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Maybe he would.
I stick with a governance role that owns business cases or other key decision documents, like sponsor, program manager or a directive PMO.
BAs like architects have important roles to hold a solution system together, but probably rather advise than decide.
@Thomas, if somebody follow a "BOK" or best practice he/she will find in both organizations standards on the matter (IIBA and PMI) and as general concensus that Buisness Analyst is accountable for the whole solution. Including it a new role emerges which is closer to BA: the BRM. Before the project a business case has to exists. The best practice along the business case creation is including somebody that have knowledge in project management discipline no matter she/he will not be assigned to the project when it exists. With that said, "Every home is different" ("Cada hogar es un mundo") my Grandmother said.
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1 reply by Stéphane Parent
May 20, 2020 8:41 AM
Stéphane Parent
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Or, as we say in French It takes a little of everything to make a world. ("Il faut de tout pour faire un monde.")
Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
May 20, 2020 8:01 AM
Replying to Sergio Luis Conte
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@Thomas, if somebody follow a "BOK" or best practice he/she will find in both organizations standards on the matter (IIBA and PMI) and as general concensus that Buisness Analyst is accountable for the whole solution. Including it a new role emerges which is closer to BA: the BRM. Before the project a business case has to exists. The best practice along the business case creation is including somebody that have knowledge in project management discipline no matter she/he will not be assigned to the project when it exists. With that said, "Every home is different" ("Cada hogar es un mundo") my Grandmother said.
Or, as we say in French It takes a little of everything to make a world. ("Il faut de tout pour faire un monde.")
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2 replies by Sergio Luis Conte and Thomas Walenta
May 20, 2020 8:43 AM
Sergio Luis Conte
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Yes, you right. I put the phrase in Spanish because I do not know the exact way to say the same in English. But I know it in French because I worked in PSA Peugeot long time...jejeje.
May 20, 2020 10:47 AM
Thomas Walenta
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Haha, in Germany we say 'Viele Köche verderben den Brei' (many chefs spoil the dish).
Yes, PMI and IIBA have standards and certifications in BA, there is a relatively new role BRM, I mentioned program management, then we have SAFE and other scaling agile roles, brightline comes up with the transformation compass and it's responsibilities and all big consulting companies have their own ways to make companies successful.
Many sects or believe systems, lack of scientific evidence, lots of money to make (I have never seen so many people amassing certificates) and yet - we will see more organizations go down the drain. It will be blamed on the poor virus, a scapegoat.
I see 2 key problems - there is no authority in how to run projects (or projectized business) - the current disruption and the increased speed of change are both accelerator and simplificator for business models
I think no successful business leader relies on any of these sectarian models, maybe DA puts it best with WoW - whatever works - but then they offer frameworks.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
May 20, 2020 8:41 AM
Replying to Stéphane Parent
...
Or, as we say in French It takes a little of everything to make a world. ("Il faut de tout pour faire un monde.")
Yes, you right. I put the phrase in Spanish because I do not know the exact way to say the same in English. But I know it in French because I worked in PSA Peugeot long time...jejeje. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
May 20, 2020 8:41 AM
Replying to Stéphane Parent
...
Or, as we say in French It takes a little of everything to make a world. ("Il faut de tout pour faire un monde.")
Haha, in Germany we say 'Viele Köche verderben den Brei' (many chefs spoil the dish).
Yes, PMI and IIBA have standards and certifications in BA, there is a relatively new role BRM, I mentioned program management, then we have SAFE and other scaling agile roles, brightline comes up with the transformation compass and it's responsibilities and all big consulting companies have their own ways to make companies successful.
Many sects or believe systems, lack of scientific evidence, lots of money to make (I have never seen so many people amassing certificates) and yet - we will see more organizations go down the drain. It will be blamed on the poor virus, a scapegoat.
I see 2 key problems - there is no authority in how to run projects (or projectized business) - the current disruption and the increased speed of change are both accelerator and simplificator for business models
I think no successful business leader relies on any of these sectarian models, maybe DA puts it best with WoW - whatever works - but then they offer frameworks.
...
1 reply by Sergio Luis Conte
May 20, 2020 11:14 AM
Sergio Luis Conte
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@Thomas, you too with DA!...hehehehe
Let me say that taken your statement "as-is" there is something to review. BA and PM are key roles in this game. BA is in charge to define "the dreams into solutions" and PM is in charge "to make the dreams reality by creating the solution". For example, BA is a critical role to help organizations in implementing Agile to gain into agility (here comes the new buzzword...jejeje). The problem is there is a missunderstanding outside there thinking that BA is related to software or BA will work on requirements only. It could be because in the first version of BA the role was defined for software but it changed quickly. For Portfolio managers and Program managers BAs are the key ally. But we do not have to mix roles with methods/frameworks. And the use of those roles gives hugh benefits fo organizations. I can affirm that because one of the ways to bring the bread to my table from 1995 up to date is helping organizations to implement all those roles. The problem is: people have to clear understand what each role is And that is not a reallity you can find outside there.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
May 20, 2020 10:47 AM
Replying to Thomas Walenta
...
Haha, in Germany we say 'Viele Köche verderben den Brei' (many chefs spoil the dish).
Yes, PMI and IIBA have standards and certifications in BA, there is a relatively new role BRM, I mentioned program management, then we have SAFE and other scaling agile roles, brightline comes up with the transformation compass and it's responsibilities and all big consulting companies have their own ways to make companies successful.
Many sects or believe systems, lack of scientific evidence, lots of money to make (I have never seen so many people amassing certificates) and yet - we will see more organizations go down the drain. It will be blamed on the poor virus, a scapegoat.
I see 2 key problems - there is no authority in how to run projects (or projectized business) - the current disruption and the increased speed of change are both accelerator and simplificator for business models
I think no successful business leader relies on any of these sectarian models, maybe DA puts it best with WoW - whatever works - but then they offer frameworks.
@Thomas, you too with DA!...hehehehe
Let me say that taken your statement "as-is" there is something to review. BA and PM are key roles in this game. BA is in charge to define "the dreams into solutions" and PM is in charge "to make the dreams reality by creating the solution". For example, BA is a critical role to help organizations in implementing Agile to gain into agility (here comes the new buzzword...jejeje). The problem is there is a missunderstanding outside there thinking that BA is related to software or BA will work on requirements only. It could be because in the first version of BA the role was defined for software but it changed quickly. For Portfolio managers and Program managers BAs are the key ally. But we do not have to mix roles with methods/frameworks. And the use of those roles gives hugh benefits fo organizations. I can affirm that because one of the ways to bring the bread to my table from 1995 up to date is helping organizations to implement all those roles. The problem is: people have to clear understand what each role is And that is not a reallity you can find outside there. Saving Changes...
I think somebody should come up with a way to breed a very large shrimp. That way, you could ride him, then, after you camped at night, you could eat him. How about it, science?
