Start with why…”people don’t believe in what you do; they believe in why you do it” — Simon Sinek. A TED worth watching.
Wouldn’t it be great if: projects always deliver value; success is predictable; communication is 100% effective; noise doesn’t impair evidence, judgement, and decisions; everyone’s good ideas are being used by everyone; these principles are institutionalized; business analysts are fully utilized and we: all understand how strategy is being executed; can effectively utilize the collective intellectual capital of all our people; have standard business analysis objectives, patterns, and principles; deal with change early and efficiently; channel rants directly into improvement; turn spin into opportunity; and have active, global good idea generation, collaboration, and assimilation.
Granted, the points above might look better in bullets, but I went Dickens.
These are the start of a set of business analysis principles. These principles are part of a vision to advance universal business analysis value. The details on this vision are a work in progress, but at its core: business analysis doesn’t generally do that good a job; the reasons why are complex; business analysis is complex; business analysis can improve with good guidance; there is lots of great guidance out there; some of it is documented, some not; and there is no universal catalog of principles, patterns, and methods.
There is no elevator speech that explains to everyone in the car the value of business analysis and the risks of not having good business analysis.
The vision is to solve all the wicked problems of business analysis and related disciplines, including business strategy development, business architecture, portfolio management, program and project management, and security.
More as it develops…