Uncover the role of the business analyst as the business and technology strategist who provides the executive leadership team with
the information, process, tools, and capability to make the best decisions. The Business Analyst as Strategist: Translating Business Strategies into Valuable Solutions outlines the first two phases of the business solution life - strategic planning and enterprise analysis -- that the future vision of the enterprise is established, strategic goals and measures are set, and the most viable programs and supporting projects are initiated to achieve the strategy.
Learn how to set the stage for change, and how to translate your strategy into operational terms through a portfolio of programs and supporting projects. Understand the five-step process to set well-formed strategies and how to execute them. Through this book you will master business analysis competencies, learn how to react effectively, anticipate changes in the marketplace, and flow value through the enterprise to the customer, thus achieving competitive advantage.
The Business Analyst as Strategist: Translating Business Strategies into Valuable Solutions| Kathleen B. Hass (Author)| Management Concepts
Table of Contents
Part I - The Business Analyst’s Role in Strategic: Planning and Enterprise Analysis
Chapter 1 - The Emerging Role of the Business Analyst in Strategic Planning Strategic Planning in Organizations Today, The Business Analyst’s Role in Strategic Planning.
Chapter 2 - The Emerging Role of the Business: Analyst in Portfolio Management
Strategy Execution, “Why Portfolio Management?”, Defining Portfolio Management, The Portfolio Management Process, Portfolio Management at the Project Level, The Role of the Program Management Office, Implementation Strategies, Challenges, Best Practices.
Part II - Using Portfolio Management to Achieve: Strategic Goals
Chapter 3 - The Value of the Business Architecture in Strategy Execution
Defining the Enterprise Architecture, Defining the Business Architecture, Business Architects, Architecture Frameworks, Creating the Business Architecture, Challenges, Best Practices.
Chapter 4 - Using Feasibility Studies to Determine the: Most Valuable Business Solution
Defining the Feasibility Study, “Why Conduct a Feasibility Study?”, Conducting A Feasibility Study, Challenges, Best Practices.
Chapter 5 - Preparing the Business Case and: Decision Package Assemble a Core Team, Decide on a Recommended Option, Think Strategically, Identify and Confirm a Project Business Sponsor, Determine the Project Scope, Conduct a Cost-Benefit Analysis, Conduct the Initial Risk Assessment, Draft the Business Case, Prepare the Final Decision Package, Challenges, Best Practices.
Chapter 6 - Managing Projects for Value
Enhancing Portfolio Management Practices in Organizations, Validating the Business Case throughout the Business Solution Life Cycle, Measuring the Business Value of Solution Features, Measuring Business Value After Solution Delivery.
Chapter 7 - Evolving from Business Analyst to: Business Strategist Self-education, Professional Associations, Experience, Training and Accreditation, Mentoring.
Appendixes
Appendix A: Business Case Template
Appendix B: Feasibility Study Template
Appendix C: Issues Log Template
Appendix D: Decision Log Template
Appendix E: Risk Log Template
Appendix F: Project Ranking Template
Index
LINK FOR THE BOOK