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    Alastair Majury Bridge of Allan

    A Business Analyst in Action

    Sales are down; gain projections are a concern: it is time to decrease costs. Obvious targets are non-customer facing sections: how big is our government, HR, finance, marketing? Just how much are we paying IT and our providers? Every section will warrant its existence, how critical it is to the business, while pointing fingers at other sections and their spending - how much did this new office cost?
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    Any company which has a Business Analyst unit is going to be asked about its value and contribution to the business. The bigger the team, the harder it is to justify. Equally if the staff is too little, how can it add significant value? The answer can be found in the perception of the team, its accomplishments thus far, as well as the present initiatives and tactical developments that depend on it.

    As long as the device can demonstrate significant (not marginal) benefits to the organization, not just in yearly savings and price reductions but in coordinating company-wide synergy in strategic thinking, planning and projects, the arguments are powerful.

    Business analysis units frequently have a very far reach inside a business, since the understanding of the business, its services and products and its strategic planning are essential parts of the business analysis function. A manager with a business analysis background is generally better placed to comprehend the effect of his department within the strategic objectives and the inherent value of the team as part of the overall business strategy. Business analysts will also generally have a much better basic understanding for business dynamics, an important requirement for senior supervisors.

    Can a company survive without a business analysis unit? Well, many do, and they still continue to function in the exact same way as they've done. The capacity to identify areas for change, systems and procedures that require refinement or new strategies that require development to take advantage of marketplace opportunities all become more difficult. Any modifications are often unstructured, localised and inwardly focused, frequently ignoring the wider impact on the business and its clients. The outcomes over times tend to be increased prices, confusion with all the business, too intricate and disparate systems along with a dependency on a few important men and women. In a challenging market, this isn't a great situation to be in.

    By teaching staff and managers in the role and value into the work of Business Analysts (or in-house consultants) some demand or prerequisites might be created. Apparent proof of BAs incorporating value gives a good grounding and cross-department awareness and provides greater potential for the business to carry out. For people in these roles the potential to achieve top jobs is evident.


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