“Requirements take too long!” That’s the message I am hearing from organization leaders across the country. That sentiment leads directly to pressure on BAs to get requirements done faster. Unfortunately, the most common strategy to speed up requirements is actually making them take even longer.
The Agile Manifesto was born out of frustration by a group of developers who were fed up with how software was being developed. Software development is a learning experience, and no one understands this better than those who are actually writing the code.
Have you ever seen a single person walking the face of this Earth who doesn’t have at least a couple of dreams held close to their heart – the ‘ideal’ state that everyone wants to achieve someday? Of course not. And yet we see that the ones who actually try to achieve that dream in a coherent and persistent manner are quite uncommon, and the achievers are even more rare.
Let’s face it. It’s all about information. Everything we do is about information. We need information to do our job, and our job is usually about information, information that is collected from a wide range of sources over a long period of time, information that is created through the combination of other information, information that is printed, displayed, organized, manipulated, and stored for decades if not eons.
Early in the start of my career, after some exciting leadership roles, I needed to find deeper meaning in my work. This insight led to me to volunteer and then teach life skills to inmates in medium and maximum security federal penitentiaries. Surprisingly, it was one of the most positive, educational and life changing events. I learned a number of leadership lessons after walking through the gates of the penitentiary and working with prisoners throughout those years:
The Entrepreneurial BA Practitioner - Part 5: More Thoughts on How Business Analysts Can Help InnovateWritten by Richard Larson & Elizabeth Larson
We’re back in a new year, and the setting of New Year’s resolutions. We usually don't set too many since they are so easily broken, but one is to finish the entrepreneurial BA series that began in 2015.
Agile methodologies and business architecture may seem to be two conflicting approaches to delivering software initiatives at first glance.
Over the past several years I have heard an increasing number of complaints from a large number of Agile adherents accusing organizational management of expecting Agile to be a silver bullet (usually stated as “the next silver bullet” although I am not sure what other “silver bullet” Agile is replacing).
There are two things I really love. One is business analysis, and the other is improvisation (improv). Even more so, is applied improv. Applied improv is the concept of applying improvisation skills to other things besides acting. I focus on helping others apply improv skills and business analysis in a business environment.
No matter how good you get at your trade, there is always room for getting even better. Since every expert has had his/her own unique set of experiences, there is always something new to learn from others that can help you soar to new heights.
Each year since 2009 we have enjoyed reflecting on what’s happened the previous year in the areas of business analysis and project management (including Agile), and making predictions for the upcoming year. To summarize the trends we saw in 2015:
I was watching an NHL game the other evening. The team was playing a hockey game without a goalie.
Apparently the team had decided that their goalie was too expensive. So they traded him away to another team.