Why is applying for the CBAP® or CCBA™ such hard work? Well, put simply, IIBA® needs to ensure that you are as experienced and multi-talented as you think you are, so they are rigorous in how they ask you to describe and define your experience. However, there is help at hand to take some of that hard work away …
Ever wondered why big organisations seem so risk-averse and rely so much on heavy-handed governance to protect themselves from spending shareholder money unwisely? Did you also ask yourself why this approach simply introduces a different type of risk, and is there a better way? If so, read on …
Sometimes adopting agile practices can be a precarious activity, a balancing act, and without the right training or support, like walking blindfolded across a tightrope.
No matter how attractive it seems to just dive in and get started, it still makes sense sometimes to pause first and make sure it is the right thing to do.
As I have worked on the ‘Agile Extension to the Business Analysis Body of Knowledge‘ over the last year, I have repeatedly
According to the latest figures published by International Institute for Business Analysis (IIBA) for the Certified Business Analysis Professional (CBAP) — New Zealand has the highest per capita CBAPs in the world (5.93 per million population) and is ranked fourth of 33 countries in total numbers.
How would you define business analysis in one easy sentence? According to the Business Analysis Body of Knowledge it is “liaison among stakeholders” and “recommending solutions” — but we need to come up with something less like a translator between business and technical jargon. This articles kicks off a discussion…
At the Agile2010 conference in Orlando the International Institute for Business Analysis (IIBA) released a draft of the Agile Extension to the Business Analysis Body of Knowledge (BABOK) — introducing how business analysis on agile projects changes from traditional/waterfall approaches.
How can we be sure that the projects and activities in which we’re involved actually grow our organisations in the direction they need. The incremental adjustments towards an organisation’s goals are termed business value — and in order to understand this, how we can plan to improve it, and measure that we have — we must first define it.
This article reviews a conversation on business value, and ends with a recommended definition that covers most scenarios.
