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Firstly, congrats on earning your PBA. I write mine in two weeks.
Secondly, I am really interested in your premise. Could you give me one or two examples of what made you think this.
I can't see why not. It is better if BA can reflect both, it will add value. As Steven mentioned, can you give us some examples ?
Hello Steven and Rami,
The reason i thought about this is because i believe BA is an investment vehicle that capture the hidden needs and convert them to solutions / Projects.
So in the practice guide, I was expecting a chapter about investment (the real reason for BA) to include topic such as: Strategic growth, partnerships and company analysis, type of companies, accusations, Hedging and funding methods for the solution.
Then i thought about the manufacturing and construction industries. Both are having concept development methodologies which are related to BA. some of the concepts are as following: Concept Selection, Front End engineering and Basis of Designs.
In reality, Business Analysts are involved with funding the project and producing its concept. then the project is initiated and followed by the project manager who validate the scope with the BA at the end of the project.
Business analysis is a transformational process. It is meant to take business, abstract goals and change them into implementable strategies, tactics and projects.
There is nothing that limits business analysis to a specific industry. Of course, you can specialize, either by industry or by technique. (I was once an information analyst, focusing on extracting strategic data requirements for organizations.)
There is a lot to that post. Let's break it down.
Firstly, what methodologies are you referring to in the construction industry? I would be very interested to review.
I'm also most interested in what hedging and funding you think a BA Should be part of selecting? This seems like more rthe role of a traditional financial analyst but I might not be understanding your point fully.
Firstly, examples in PMI's BA Practitioner's guide are more geared towards software industry, yes, I agree. I am not sure which other materials you used, so you can mention those for our understanding on the background to your question.
Secondly, BA is not an investment vehicle in my opinion. For the examples you mentioned, there might be subject matter experts like investment analysts. The job of BA is to liaise with subject matter experts and get the requirements that can be executed as part of the project, track the requirements, define test cases to make sure the product output conform to the business objectives, etc and to translate the requirements into what the project team understands (in my field, IT, it means translating the business requirements into something the software development team understands) and in these situations, BA needs to know the language the project team understands (in every industry it might be different and here also SME's help is needed). BA is not a specialization for each field, its tools are techniques are all geared towards gathering, defining, refining, tracking business requirements.
Working with the financial department based on their own particular hurdle rates will lead to the best outcomes.
Thank you all for your constructive contribution and sharing of experience, I really appreciate all your inputs and interest in the post. To make things simpler, I will only reply on the part of having BA for different industry.
If we agree on the objective of applying it outside the currently dominating industry (software) we will start discussing the scope and function of business analysis in this particular industry.
My apology for late reply due to time difference. Please find the individual replies below.
However, if every industry presented its own "Best Practices" from the BA practice guide that will be more relevant to industry professionals who might not be aware of the new concept of separating BA from PM duties. and we might come up with some better techniques.
That was the purpose of this post.
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