This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
What we had to flip them into first was a business capability aligned organization organized around their businessarchitecture. And then what you start to see is that there’s clusters of dependencies across that businessarchitecture. He came from a businessarchitecture background.
– So, it took what we had understood about architecture and enterprise architecture and good design principles, and applied it to good program management disciplines that folks like you also brought to the table. . And then from the businessarchitecture up, it’s more like a line to strategy.
So, that was kind of cool, the thing that I was doing like right before we met was I had been brought into Microsoft as a contractor, building out a businessarchitecture practice, I think they called motion. So, I was helping Microsoft build a businessarchitecture practice, on the tail of that. – Hmm.
And one of the things that Dennis Stephens, 50 years ago when we first met, was talking a lot about was the idea of businessarchitecture. The Challenges of ChangeManagement And I think part of the challenge is that as practitioners, even if we recognize it, we don’t know quite what to do about it.
So as you guys know, Leading Agile, we are exclusively in the changemanagementbusiness. Typically, we’re doing Agile transformation and all the changemanagement is associated with that. Implementing solid practices is key to changing hearts and minds over time. How are we keeping everybody informed?
Business Analysis – Underlying Competencies. In this article we cover the 2 nd and 3 rd aspects of the underlying competencies for a Business Analyst as per BABOK namely Behavioral Characteristics and Business Knowledge. These characteristics are not unique to the role of a Business Analyst.
We organize all of the trending information in your field so you don't have to. Join 57,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content