Posted by tac_admin, January 14, 2015

The BA Architect: Foundational Strategies for Core Processes

acitectThere are differences between business analyst strategies and successful business architect techniques. But, as a business analyst, it’s important to integrate business architect skills into your mental toolkit.

So what’s the big difference between an analyst and an architect?

Well, according to the IIBA, “business architecture is business analysis.”

I think there’s a caveat to the IIBA’s assertion: an analyst is an expert who seeks to impact positive change from the inside, while a business architect seeks to transform an organization at the foundational level.

As a business analyst who wants to create lasting solutions, it’s important for you to take on the architect role during your projects. Since you’ve most likely not been exposed to business architecture training, here are three pillars of what constitutes success.

  1. Redesigning core business processes.
  2. Enabling technologies that streamline those new core processes.
  3. Managing the organizational change.

When you become aware of those three elements, you become a more successful business analyst who’s prepared to tackle the toughest challenges.

Redesigning Core Business Processes

Back in the early 90s, Michael Hammer, a professor at MIT, published an article in the Harvard Business Review that asserted the importance of tossing out core business processes that don’t add value to an organization.

Long story short, if something’s not working, kill it and replace it with a core process that’s wholly different and more beneficial to organizational success. As an analyst with architect skills, you build from the ground up, instead of tweaking elements of an existing process.

Enabling Technologies to Streamline New Core Processes 

With a new core process in place, it’s now up to you to streamline the implementation. The solution for this is a new technology, which means you’re met with a tricky challenge.

How do you select a technology that provides transformation and is easy for employees to pick up? The answer is in the question: make sure whatever technological solution you choose is…

  1. User-friendly.
  2. Transformational, providing the exact solution that your stakeholders and their employees require.

Managing Organizational Change

It’s not like you can say “here’s this new software that fixes your issues,” and then head out the door. Business architects and analysts are tasked with streamlining the changes.

Look at it this way. Just because something offers a solution doesn’t mean that employees and stakeholders are ready to give up what they’re used to. It’s a bad habit to get comfortable with something that doesn’t work, but it’s imperative to stakeholders to divorce themselves from old and faulty systems.

That’s where you come in, but undoubtedly, you’ll meet some resistance or confused stakeholders who feel uncomfortable with the positive changes you implement.

Are you prepared for that?

Click here to attend a live training that prepares you for every scenario.


One response to “The BA Architect: Foundational Strategies for Core Processes”

  1. […] makes a well-defined difference between the two, I agree with Teresa Bennett who explains that it is mainly a difference of focus that draws the line between both (ie the architect focus is at the foundation level of an […]

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