How can companies foster collaboration between business analysts and quality assurance professionals? New research recommends three steps to strengthen alignment between these complementary roles — and improve project outcomes.
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Today’s business realities demand a better balance of soft and technical skills from business analysts, according to a global panel of senior executives and consultants asked to identity the Top 10 Trends for the discipline.
There’s been an increasing intersection between business analysis and project management. All of this can leave people scratching their heads and wondering what it all means. Where are the overlaps? Where are the boundaries? What does it mean to be a business analyst relative to what it means to being a project manager?
Poor requirements management is costing organizations $51 million for every $1 billion spent on their strategic initiatives, according to new research by Project Management Institute. But focusing on people, processes and culture can raise requirements management maturity and greatly improve outcomes.
Sometimes, the life of a project manager veers into business analysis. How can you keep your head up as a project manager while also being a good business analyst?
Being a sponsor is a role, not a position--and with the role comes responsibility. How do you ensure optimal success for the project? How do you go from being a good sponsor to a great sponsor?
Shane Hastie, Chief Knowledge Engineer for Software Education, spoke with us about the ideas he presented in his recent video on business analysis. He tackled questions about how to get to the real problem, how to uncover the real requirements behind a change and how business analysts and project managers can have more successful relationships.
It will almost always cost more to fix a requirements problem during the execution phase than if the same problem was discovered in the planning phase. And the root cause of these problems is usually people-oriented. Here are four key best practices for writing better project requirements.
Agile projects benefit from the rapid pace of feedback achieved through frequent releases, but what happens when you’re working on a complex project with a long timeline and resistance to releasing early? As a compensating strategy, story maps based on project goals can leverage some benefits of a release even if you aren’t “going live” any time soon.
Does your organization have a “vendor management” problem — or is really a “requirements gathering and writing” problem? Here are some recommendations.