Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Here my comments:
1-It will continue a matter or organizational strategy. To start one is a matter of business analysis where you have to evaluate the current enterprise architecture because architecture is definied from strategy.
2-It will depends on the type or product, product/project life cycle and solution strategy. This still persist from years.
3-PMIs involvement will not give maturity, It will give more visibility.
4-We need to push the understanding about what business analysis and business analyst role is. It is no technical role. Data architectect is not a business analyst.
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1 reply by Steven Zachary
Dec 26, 2015 12:29 AM
Steven Zachary
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Hey Sergio,
Would you mind elaborating on #3? What would give the BA practice maturity in your mind?
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Steven ZacharyDirector| Alberta Health ServicesCalgary, Alberta, Canada
Dec 25, 2015 9:00 AM
Replying to Sergio Luis Conte
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Here my comments:
1-It will continue a matter or organizational strategy. To start one is a matter of business analysis where you have to evaluate the current enterprise architecture because architecture is definied from strategy.
2-It will depends on the type or product, product/project life cycle and solution strategy. This still persist from years.
3-PMIs involvement will not give maturity, It will give more visibility.
4-We need to push the understanding about what business analysis and business analyst role is. It is no technical role. Data architectect is not a business analyst.
Hey Sergio,
Would you mind elaborating on #3? What would give the BA practice maturity in your mind? Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The PMI has the power to give visibility and marketing to the profession. But the profession has born and growth thanks the IIBA work. About maturity, while we need to stablish a mean to meassure that, the basement is strong in terms of profession definition and a framework to follow to perform the role but in terms of toold and knowledge investigation is in process to growth. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
The key element of a successful BA is her ability to bridge the business and technical worlds. Saving Changes...
Kenneth AsheBlockchain Project Manager| On ChainFanwood, Nj, United States
#2 - Why would you need "more than enough documentation"? I feel like over documenting is a waste of resources.
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1 reply by Steven Zachary
Dec 27, 2015 2:36 PM
Steven Zachary
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Not sure where you saw more than enough documentation, I stated "JUST" enough documentation...implying the right amount to satisfy needs of ops and project teams.
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Steven ZacharyDirector| Alberta Health ServicesCalgary, Alberta, Canada
Dec 27, 2015 2:29 PM
Replying to Kenneth Ashe
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#2 - Why would you need "more than enough documentation"? I feel like over documenting is a waste of resources.
Not sure where you saw more than enough documentation, I stated "JUST" enough documentation...implying the right amount to satisfy needs of ops and project teams.
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1 reply by Kenneth Ashe
Dec 27, 2015 8:40 PM
Kenneth Ashe
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Got it. When I read it, my mind went to over analyzing things. I guess it's the environment that I'm been accustomed too.
Saving Changes...
Kenneth AsheBlockchain Project Manager| On ChainFanwood, Nj, United States
Dec 27, 2015 2:36 PM
Replying to Steven Zachary
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Not sure where you saw more than enough documentation, I stated "JUST" enough documentation...implying the right amount to satisfy needs of ops and project teams.
Got it. When I read it, my mind went to over analyzing things. I guess it's the environment that I'm been accustomed too.
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1 reply by Steven Zachary
Dec 28, 2015 12:06 AM
Steven Zachary
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Sympathies. Been there. Done that. It's either one extreme or another.
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Steven ZacharyDirector| Alberta Health ServicesCalgary, Alberta, Canada
Dec 27, 2015 8:40 PM
Replying to Kenneth Ashe
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Got it. When I read it, my mind went to over analyzing things. I guess it's the environment that I'm been accustomed too.
Sympathies. Been there. Done that. It's either one extreme or another. Saving Changes...
Erik Iglesias AbellaProgram/Project Manager, Business Architect, Business Process Mgmt Consultor| ŠkoFINPrague, Czechia
1. for the companies where I track the BA environment for a longer time, there is very often a sinusoidal movement, where it goes from centralized CoE to decentralized CoP and visceversa ... it is about objectives, number of projects vs. internal resources etc ... What I see at least the last 5 years in my close environment (banks, telco, utilities in CZ, SK...) is that continuously fails any convergence with (any) enterprise / business / process / functional architecture ... as the "mode" word "agile" is often miss-understood, or miss-used... and because continuously using external BA suppliers (the best for each project another) kills any possibility to manage it.
2. yes ... "just enough documentation" can be and is a symptom always, but actually what I see is in small projects / companies an opposite phenomen of more quick analysis without any documentation :-) just enough to verbally say to programmers / IT / supplier, what is expected/required... fortunately here the ultimate objective of Business analysis IS still NOT (ONLY) documenting ... but in the era of "agile/Scrum" it is going to very extreme situations. Still it is critical to identify customer/business needs for the project, and thus business analysis is still very needed ... Of course: a good PM or business/solution architect still is necessary to control the level/extension/granularity of the needed documentation ("what is enough to start?") ...
3. As Sergio said, I dont see any impact of PMI in the BA maturity... BA exists a really long-time and has his own challenges, techniques, knowledge, issues ... PMI could (in the future) give visibility, but still I think that these 2 capabilities (Business Analysis/Architecture, and Portfolio/Program/Project/PMO mgmt) as to be very clearly separated and defined (very narrowly cooperating, but clearly separate). The "sponsor" or "champion" for giving higher maturity still has to be an organization that has as his highest objective really BAA, (IIBA ...).
PMI I think that has to focus in continuous improvement of the PM capability maturity ... Projects without analysis and architecture are a chaos, Architecture without managed changes (projects) are a chimera...
4. Amen with Sergios response: Even when my business architects needed to have a very mature knowledge of the org data architecture and for analyzing business entities and contexts, the data architecture is really a service and a role with different target(s) and thus deliverables. Still it doesnt mean that in small orgs, the business analyst/architect can not do also a role of "information/data architect" ...
Of course ... there is still a vague frontier between business/process analyst, and system/IT analyst ... increased within the role of "business systems analyst" ... and it is about the work approach and the culture of the organization (and why not, their number of analysis "resources" :-)
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1 reply by Steven Zachary
Dec 30, 2015 11:12 AM
Steven Zachary
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Outstanding post, I could talk on each post for hours!
The one point I'd like to focus on is BA maturity. I have to disagree that the BA practice won't benefit from PMI involvement. The increased competition alone will push both the PMI and IIBA to compete for lucrative certification dollars and as such pour more money in developing more and more comprehensive and innovative solutions. I am a big supporter of body of knowledge work because it brings smart people together to pool their knowledge. It's like having your own personal knowledge focus group.
