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Increased agility and innovation. The ability to respond automatically to changing needs is a key factor for innovation and sustaining competition. Agility and speed are key important factors for today’s businesses to sustain the competition. .
Whether you’re learning about businessarchitecture for the first time or dreaming of ways to grow your BA career into a businessarchitecture role, my conversation with Whynde Kuehn will help you discover the value of this role in an organization and what you can do to bridge that gap in your career.
Like what does it mean to have like that kind of business agility, the ability to redeploy strategic business capabilities into something totally different. But a lot of that value conversation is some around predictability and return on investment and product fit and innovation and such. A validated definition of done.
International Institute of Business Analysis® (IIBA®) has just releasing a new version of the Business Analysis Body of Knowledge® (BABOK®) which has expanded the scope of the standard to new areas like businessarchitecture and BPM, revamped the knowledge area and task structure, and added dozens of additional techniques to the guide.
And so, we were definitely in a position where we were having to put together constructs that allowed us to connect, legitimately connect, from, “here’s the strategic imperative” to, “here’s the hundreds of people “that are gonna be involved; how do we marry those up? – Yeah, right.
Innovation, are we able to get feedback from customers and invent products that they want to use, product fit? Are we generating the right kinds of feedback to make sure we’re building the right products, whether that be innovative or more in a structured way? And you know, this is what it means to get to a definition of done.
And businessarchitecture kind of a nebulous term, but how do you form teams? I talk about things like predictability quality, early return on investment, cost savings, innovation, product fit. Now, how do we get them to go out and be more innovative? It’s I need to align around the businessarchitecture.
But also our businessarchitecture approaches and how we shape the right technology and structures behind the business strategies that we’re defining and working with our clients on. And I think there’s something quite important here around making sure that that definition of a vision has a people focus.
It’s like if your definition of agile and doing agile is a small team doing stuff, cool, you can disregard everything else that I’m going to say on this talk. What we’re starting to see with a lot of our clients is this thinking informs businessarchitecture. It informs your domain design.
The idea again, was that if we could do those things, we could build the right products, we could get faster feedback cycles, we could get better attention to quality, we could get early delivery, we could get predictability, we could get efficiency, we could get lower costs, we could get innovation. The teams definitely have a culture.
The idea again, was that if we could do those things, we could build the right products, we could get faster feedback cycles, we could get better attention to quality, we could get early delivery, we could get predictability, we could get efficiency, we could get lower costs, we could get innovation. The teams definitely have a culture.
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